HomeMy WebLinkAboutMINUTES - 05251993 - H.6 H. 6
THE BOARD OR SUPERVISORS OF
CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Order on May 25, 1993 by the following vote:
AYES:
NOES: (See below for vote)
ABSENT:
ABSTAIN:
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SUBJECT: Board Meeting in Antioch
Chairman Tom Torlakson reconvened the meeting of the
Board of Supervisors at 6:20 p.m. at the Beede Auditorium, 700
West 18th Street, Antioch. In addition to the Chair, Supervisors
Smith, Bishop, and McPeak were present; Supervisor Powers was
absent. The Chair presented an overview of the theme of the
meeting "Contra Costa County on the Move. "
Val Alexeeff, Director, Growth Management and Economic
Development Agency, reported on the status of economic
development activities under the name ContraCostaWORKS. He
presented four alternative suggestions for a logo for
ContraCostaWORKS. Mr. Alexeeff reported on recommendations
resulting from the CEQA Workshop, the Economic Summit scheduled
for September 30, 1993 at Los Medanos College, the Contra-
CostaWORKS Council, the Industrial Committee, and efforts to
stimulate employment.
Supervisor Torlakson noted that the Board of
Supervisors has been working with the Association of Bay Area
Governments on legislation relative to CEQA reform and
recommended that this matter be considered more extensively at
the June 8, 1993, meeting of the Board of Supervisors.
Supervisor Bishop advised of her interest in economic
development for Contra Costa County and of an economic summit
scheduled to take place in San Ramon Valley on September 14,
1993 , at Pac Bell with the focus on keeping business and
industrial resources in the region through an awareness of new
technology available to enable this to happen. She advised that
the Board meeting will also be a part of the program for that
day.
In referring to procedural criteria for CEQA policies,
Supervisor Bishop referred to the statement "Growth inducement
should not be considered negative. " She noted that growth
inducement is not always positive either, and therefore expressed
a preference to amend the statement to "Growth inducement should
be considered neutral" or even "needed. "
Supervisor Torlakson advised that he and Supervisor
Bishop will be meeting with Mr. Alexeeff on the agendas for the
economic summits; Supervisors Smith and McPeak were in agreement.
Supervisor Mcpeak recommended that Mr. Alexeeff be
authorized to communicate with the Governor's Office on Planning
and Research about legislation proceeding in the next couple of
1
weeks and to be able to share with them the outcome of the
County's CEQA Workshop of last February; Mr Alexeeff is requested
to report to the Board on further legislation or amendments the
County might sponsor.
Brad Nail, Pittsburg Chamber of Commerce, 2010 Railroad
Avenue, Pittsburg, spoke of his concern about the availability of
jobs in East County as well as California as a whole. He
expressed concern with the many businesses leaving the State.
There being no further discussion on this matter, IT IS
BY THE BOARD ORDERED that the recommendation of Supervisor McPeak
is APPROVED.
Passed by the following vote:
AYES: Supervisors Smith, Bishop, McPeak, Torlakson
NOES: None
ABSENT: Supervisor Powers
Elizabeth Rimbault, Councilmember of the City of
Antioch and Commissioner of the Riverview Fire Protection
District, expressed appreciation to the Board for supporting the
change in the fire risk unit assessment pertaining to small
businesses. She then spoke on the need to adopt a method for
cost-sharing the responsibility of Chief Little's salary among
the Merit System Fire Districts. She advised that a formula can
be developed relative to the number of stations within a
district, population spread, or a combination of both.
Supervisor McPeak advised that she was prepared to vote
on the formula for sharing the cost of integrated management
based on the average between number of stations and percentage of
population in a fire district. There was consensus among Board
Members that this matter be included for consideration on the '
June 8, 1993 , Board Agenda.
Ms. Rimbault also spoke on the property tax pass-
through to the Riverview Fire Protection District by the City of
Pittsburg Redevelopment Agency and of the need to have better
communication between all agencies.
Supervisor Torlakson requested Mr. Tony Enea of the
County Administrator's Office and Chief Little to make a
presentation at the next meeting of the Board of Commissioners of
the Riverview Fire Protection District.
Councilmember Bill Hill, City of Brentwood, and member
of the State Route 4 Bypass Authority, requested the Board's
support for the program of the State Route 4 Bypass Authority and
the recommendations as it relates to the East County corridor.
He referred to the tremendous growth being experienced in East
County. In referring to various roads in East County impacted by
traffic congestion, he mentioned the need for a commitment to
make Vasco Road at Marsh Creek and Camino Diablo more safe.
Kieth S. Sansom, Productivity Engineering, USS POSCO,
spoke on the relationship of his company to products used in
manufacturing today that are competing with steel, i.e. , plastic,
glass, lumber, etc. He expressed concern with the lack of new
industries coming into Contra Costa County and suggested that
this also be discussed at the economic summits. He commented on
the need to look at the regulatory process that may be
discouraging the introduction of new business and jobs to the
State.
2
Nello Bianco, Chair, BART Board of Directors, referred
to the progress of the new East County extension. He noted that
Morrison and Knudsen has been awarded the contract to build 50
BART cars at a new plant in Contra Costa County. Mr. Bianco
estimated that this will provide 200 to 500 jobs to the region.
He expressed the hope that with Morrison and Knudsen moving a
plant to the area, other manufacturing companies and businesses
will follow.
Supervisor McPeak commented on the potential for
recycling as a result of industrial growth. She suggested that
the County's Market Development Coordinator, Louise Aiello, be
instructed to contact Morrison and Knudsen to determine the
potential for an ancillary industry/business as a result of the
BART partnership.
Gary LaBonte of BART described the various elements of
the East County BART extension.
Bob Anderson, Chief of Project Development for Contra
Costa Measure C projects, Caltrans, presented a status report on
the State Route 4 projects: a) the Willow Pass Grade
Construction; and b) the Bailey Road Interchange Project with
construction to begin later this year. Mr. Anderson advised of a
study being undertaken on alternatives for Highway 4 between
Bailey Road and Railroad.
J. Michael Walford, Public Works Director, presented a
report on transportation projects: a) the State Route 4 bypass
of Oakley and Brentwood (Delta Expressway) and the development of
a funding mechanism for this project; and b) the Vasco Road
relocation by the Contra Costa Water District. Mr. Walford also
reported on the construction of the Byron Airport.
Samuel J. Stewart, Real Estate Broker, P. O. Box 19 ,
Clayton 94517, inquired into the purchase of air rights in the
vicinity of the Byron Airport. He requested being notified of
meetings relative to the Byron Airport. Mr. Stewart also
commented on traffic safety concerns in the Camino Diablo,
Walnut, and Vasco Road area particularly on weekends with the
increase in recreational vehicles in the area. He requested
consideration be given to installing traffic warning lights to
make motorists aware of a potentially hazardous road condition.
Glen D. Williams, Member of the West Pittsburg
Municipal Advisory Council, inquired as to funding options for
the State Route 4 Bypass.
Supervisor Torlakson recommended urging Transplan to
form a subcommittee on the State Route 4 Bypass to identify
funding for it.
Supervisor Smith recommended that the subcommittee
consider transit alternatives and the possibility of using some
rail money.
Therefore, IT IS BY THE BOARD ORDERED that Transplan be
REQUESTED to form a subcommittee on the State Route 4 Bypass to
identify options to fund it including transit alternatives and
the possibility of using rail money.
PASSED by the following vote:
Ayes: Supervisors Smith, Bishop, McPeak, Torlakson
Noes: None
Absent: Supervisor Powers
3
(See separate Board Order on the Budget. )
Dr. William Walker reported on the East County
Community Health Network and of budget issues currently under
consideration. He recommended that the East County Community
Health Network be similar to the one in West County with the
establishment of a seven-member advisory committee representative
of the cities in East County and health providers.
IT IS BY THE BOARD ORDERED that Dr. Walker's report is
ACCEPTED and INSTRUCTED him to proceed with the establishment of
the East County Community Health Network.
PASSED by the following vote:
AYES: Supervisors Smith, McPeak, Torlakson
NOES: None
ABSENT: Supervisors Powers, Bishop
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: 22Lz= �a` /9 1,3
PHILBATCH oL R,Clerk Of the Board
of Supervisors and County Administrator
By ,Deputy
IV
cc: Director, GMEDA
Director, Community Devel.
Director, Public Works
Director, Health Services
County Administrator
4
H.
CONTRA COSTA COUNTY
GROWTH MANAGEMENT AND
ECONOMIC DEVEEOPMENT,AGENCY
DATE: May 25, 1993
TO: Member oo d of Supervisors
FROM: Val Ale , irector
SUBJECT: Status of Economic Development Activities
On September 22, 1992, January 19, 1993 and February 9, 1993, you articulated several
programs to improve the economic posture of the County under the name
ContraCostaWORKS. This report provides a status of activities.
i.
1. Logo for ContraCostaWORKS
I have attached four alternative suggestions. Staff recommends that Alternative 2
be used for letterhead and other insignia. Staff suggests that the name be written
in text as Contra Costa WORKS (italics).
2. Recommendations Based on the CEQA Workshop
The recommendations were included as Attachment A to the CEQA Workshop
Board Order sent in your packets. Staff can either
(1) send these recommendations in their present form to State
agencies and our Legislative delegates under GMEDA
Director signature, or
(2) take the next step and have these recommendations written
into legislative language through CSAC or other forum, or
(3) return to you for a Resolution from the Board of Supervisors.
3. Economic Summit
Date: September 30, 1993
Location: Los Medanos College
Time: 2:00 p.m. to 9:00 p.m.
Dinner: 6:00 p.m. with keynote speaker
Need Budget and Mission statement
Format: Questions posed to panels
Panel presentations
Followed by recommendations to the Board for action
Sample Questions for panels:
A. What must the business climate be to enable expansion of jobs?
a. What is the single greatest limiting factor to new business?
b. What type of support is needed by industry from
government? Would lower fees create jobs?
C. Does county workforce have suitable training and skill for new
industry?
d. Does the current level of affordable housing prevent business
relocation/expansion?
e. How important is Contra Costa quality of life to new business?
B. Can the standards set by current residents be met by future development?
C. How important is the economic base to Contra Costa County?
D. What has been the employment trend for Contra Costa County over the
past two decades?
4. ContraCostaWORKS Council Supervisors Sunne McPeak and Gayle Bishop
Focus on question, How do we maintain a viable economic base? Include
Industry, Business Labor, Environmental and Neighborhoods.
2
Group Composition
A. Number of persons on a committee to discuss industrial issues.
10 - 15
B. Over 15 would be unmanageable.
C. Organizations to be represented.
Industrial
Three members representing regional subgroups of County, Chambers of
Commerce, Contra Costa Council, regional industrial groups.
Small Business
One small business representative from a local chamber.
Community Groups
Three members representing groups that live near industry.
Environment
One environmental representative.
Education
One representative from Educational Committee.
Labor
Two representatives from Board.
One representing building trades.
One representing manufacturing workers.
Elected Officials
One representative from Board.
One representative from Mayor's Conference.
Two additional members may be specified for a total of 15.
Liberal policy for alternates should exist.
3
5. Industrial Committee Jeff Smith and Tom Powers
Clarify, refine regulations.
Provide support for attraction, expansion, enhancement of Industrial and Business.
6. Efforts to Stimulate Employment
In economic terms, there are two types of jobs --- base industry and service. Base
industry jobs create new wealth for -the area, and retail and service jobs provide
the needs of the population. While we have supported retail and service needs,
our economic development emphasis has been on our economic base.
A. Pleasant Hill BART, initiated by Contra Costa County in the early
80's, currently has 3500 employees.
B. Bishop Ranch, initiated by Contra Costa County in the early 80's,
currently has 16,380 employees.
C. Recycling Enterprise Zone, initiated by Contra.Costa County in 1992,
has the potential for 200 jobs within the next two years.
Currently, GMEDA staff is working with oil refineries for clean fuels. Staff is also
working on affordable housing to entice additional jobs.
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ATTACHMENT A
RECOMMENDATIONS
RECOMMENDATIONS BASED ON
CONTRA COSTA COUNTY CEQA WORKSHOP
INTRODUCTION
The workshop proceedings and supplemental information are attached. It is clear from
its volume that many things can be said about the current state of the California
Environmental Quality Act. The County has no objection to an effective and efficient
environmental review process. The quality of life in Contra Costa County has been
greatly enhanced by environmental protection.
As a term, "environment" has come to mean everything that one perceives within a
current static state. This means that we are not only protecting endangered species, we
are protecting perceived property values. We are not only protecting air quality, we are
protecting competitive advantage between business. We are not only protecting water
quality,we are protecting current tax rates. CEQA has clearly become used for purposes
other than environmental protection and as a result, CEQA has become a symbol of
everything that is wrong with development processing. CEQA statutes are blamed for
problems of environmental regulation outside CEQA. Sometimes the blame on CEQA is
unfair because every environmental regulation, regardless of origin and enforcement, is
credited to CEQA.
CEQA has enabled individuals with almost no legal standing to raise issues about a
project and in most cases the only one in financial jeopardy is the developer. On the
other hand, should voters decide to eliminate features of the General Plan on
environmental measures, actions taken by voters are exempt from CEQA without
consideration of effect.
At the workshop, nearly every individual agreed that the number of EIR's should be
reduced to those projects that will significantly affect the environment, as opposed to
those projects which have received only some opposition.
The panelists agreed that CEQA's greatest benefits lie in mitigation measures, public
access to information, and public agency accountability.
Criticism of the way CEQA is practiced included five areas:
1. Project development is a dynamic process tied to fixed permit EIR.
2. Too much recurrent boiler plate. An existing database should be
used.
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3. EIR challenge needs to be a constructive process rather than a
means of delay. An environmental issue previously stated should
not need to be restated in every subsequent document.
4. A well defined method of arbitration may improve quality of
environmental analysis rather than inspire new legal arguments.
5. There is a need to increase exemptions.
Vic Holanda, Director of the Office of Permit Assistance, indicated that his office was
supporting the following modifications:
1. Specification of criteria and threshold for recirculation of EIR's.
2. Modification of tiering of EIR's to allow building on previous
documents.
3. Reduction in scope of subsequent and supplemental EIR's
based on local criteria.
4. Modification of alternative analysis to be a meaningful effort.
5. Modification of the definition of project and clarification of
Public Resources Code to reduce unnecessary reviews.
Based on this information, recommendations were proposed under several categories.
CRITERIA
Items, procedural in nature, that would greatly simplify guesswork for the applicant, local
jurisdictions, and courts, include the following:
1. Better definitions are needed for the terms: significant, substantial, adequate,
project, and environment.
2. County should be allowed to establish thresholds of significance, to establish test
for staying below threshold to allow demonstration of compliance throughout
conditions, standards, etc.
3. Standards are needed for depth of analysis and level of detail.
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4. Statement of project need should be included in documents.
5. Analysis of alternatives should be revised. Currently, serve little purpose.
6. Mitigation should be required to consider cost/benefit.
7. Growth inducement should not be considered negative.
B. Findings' requirement should be simplified.
9. Specific tests for recirculation need to be placed into the law or guidelines and
should be limited solely to new information.
MODIFICATION OF REQUIREMENTS AND EXEMPTION
There are certain occasions when interpretations of CEQA have led to analysis overkill,
greatly adding to the expense with limited benefit. These items reduce scope of analysis
when particular conditions are met.
1. Infill projects within General Plan designation should have modified environmental
analysis requirements.
2. CEQA exemptions should be considered for low and very low income projects.
3. If project has a single significant impact, a total EIR should not be required, focus
should be on what is significant.
4. When area is defined as urban and project is defined as infill, a mitigated negative
declaration should be allowed.
5. Infrastructure studies should be given specialized growth inducement analysis to
counteract tendency to undersize pipes.
6. Alternatives should be part of scoping process. Analysis should be reduced for
projects consistent with General Plan.
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7. For project components governed by Federal and State requirements, indication
of consistency should preclude need for new review.
EIR COMMENTS
These are proposals that would limit some of the excessive issues that are raised for the
sake of completing the proposal.
1. Comments not made in scoping should not be brought up later.
2. Anyone who comments on EIR should state interests they are representing and
their area of expertise.
CHANGES IN EIR
Once an EIR is complete, there are sanctions of time and legal jeopardy opposing re-
opening of the analysis. It would be better to provide some protection in this area and
allow the project to be improved than to force the project to remain in a rigid state though
legally defensible.
1. Allow project modification in response to EIR without recirculation of EIR.
2. Allow correction of minor problems in the EIR without starting process all over.
ADJUDICATION
CEQA law has evolved so rapidly that there are few judges who have ever received any
training. Consequently, there are wide swings in interpretation and disposition.
1. Process for reviewing challenges to CEQA process should include arbitration and
land use courts with better training for justices to maintain consistency.
2. Court should retain jurisdiction over environmental documents so errors can be
corrected and resolved. This would prevent delay and voiding the entire process.
3. Standards of review for overriding consideration should not be based on
substantial evidence.
4. Attorney fees should not be allowed for an appeal unrelated to the environment.
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5. Guidelines should be updated to preclude court second-guessing.
6. Improved technical training should be provided to judges who review CEQA.
The last category is RELATED ISSUES and include the following items:
1. A process needs to be established within OPR/OPA to reconcile conflicts among
agency comments and to allow appeal of agency discretionary rulings.
2. Consultants should be independent, not working for developer.
3. The term "negative declaration" should be changed to "finding of no impact".
Finally, a question that remained unresolved:
Should bonds be posted to deter frivolous lawsuits?
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PUBLIC WORKS DEPARTMENT
DATE: May 24, 1993 .
TO: Board of Supervisors
FROM: J. Michael Walford, Public Works Director
SUBJECT: Contra Costa on the Move-Transportation Updates
This is a status report on a series of East County transportation projects that are currently
under construction or in the planning stages.
The six major projects this reports covers are:
■ East County BARTD Extension
■ State Route 4 at the Willow Pass Grade
■ State Route 4 at Bailey Road
■ State Route Bypass of Oakley and Brentwood (Delta Expressway)
■ Vasco Road relocation
■ Byron Airport
Director Nello Bianco of BARTD has agreed to address the Board today on the subject
of the East County BARTD Extension. Bob Anderson, Chief of Project Development for
Contra Costa Measure projects, is also here to present a status report on both the State
Route 4 projects.
State Route 4 Bypass of Oakley and Brentwood (Delta Expressway)
The State Route 4 Bypass/Delta Expressway Project is a proposed limited access
roadway,which is planned to replace the existing State Route 4 through the communities
of Oakley and Brentwood. The proposed Bypass/Expressway extends nine miles from
the State Route 4/State Route 160 junction in Antioch, along the westerly foothills to the
relocated Vasco Road, south of Brentwood. The project is currently going through the
environmental impacts analysis stage. The draft EIR is expected to be released shortly
for public review. The cost of the project development has been funded by the County
and the cities of Antioch and Brentwood. A joint power agency, the State Route 4
Bypass Authority, was formed to administer the project.
The second goal of the Bypass Authority is to provide a funding mechanism for this
project. County staff has prepared a development fee program consisting of a $4,000
fee per each new single family dwelling unit located in Antioch, Brentwood, or
unincorporated East County, which would pay for 90%of the project. Currently,the State
Route 4 Bypass Authority, Transplan and the development community are jointly
developing a comprehensive financing plan for transportation projects to serve the entire `
East County Community. A report is due back to Transplan in July.
If a funding mechanism is developed for this project in the near future, we anticipate that
the first phase, the State Route 4/State Route 160 interchange, will commence
construction in 1997.
Vasco Road Relocation
The Contra Costa Water District (CCWD) is planning the construction of a reservoir in the
Kellogg Creek Watershed. The existing Vasco Road will be inundated when the reservoir
is built. CCWD proposes to relocate Vasco Road outside the inundated area of the
reservoir. The relocated Vasco Road realignment begins on existing Vasco Road
approximately 3,000 feet south of the Alameda/Contra Costa County line, north of
Livermore. It skirts around the Kellogg Watershed in a northeast direction before turning
northwest and connecting to Walnut Boulevard approximately one mile north of the
existing Vasco Road/Walnut Boulevard/Camino Diablo intersection, south of Brentwood.
The total length of the realignment is 12.8 miles. The proposed roadway will be a two
lane roadway with truck climbing lanes where needed. The roadway is designed to have
a comfortable driving speed of 55 mph with exception of a few curves, which will have
a comfortable speed of 50-mph. The intersection at the new Vasco Road and Camino
Diablo Road is planned to be signalized. The signal will provide separated left turn
movements for all phases. It is estimated the construction cost will be $35 million, to be
funded by the CCWD.
CCWD is projecting the construction of the Vasco Road relocation to begin during the
winter of 1993/94 and is estimating the construction to last one year. At this time the
critical item of the schedule is to obtain various permits from different State and Federal
agencies.
Byron Airport
See attached.
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CONTRA COSTA COUNTY AIRPORTS
Buchanan Field Airport Byron Airport
510 Sally Ride Drive 3000 Armstrong Road
Concord, CA 94520 Byron, CA 94514
Phone: (510) 646-5722 (510) 634-0147
FAX: (510) 646-5731
DATE: May 25, 1993
TO: J. Michael Walford, Public Works Direct r
FROM: Harold E. Wight, Manager of Airports .
SUBJECT: Byron Airport
The County currently owns 1,296 acres at the Byron airport. Of this amount 815 acres has
been dedicated as wildlife habitat and is unusable for airport development. The remaining
481 acres is used for airport related development. In addition, we are contemplating
purchasing another 10 acres in fee. In addition, we will ultimately be acquiring
approximately 1600 additional acres in avigation easements adjacent to the airport. These
avigation easements ultimately will be acquired either through purchase or through
dedication during rezoning processes.
Land and environmental costs for the Byron Airport have been approximately $9,000,000.
Construction and engineering will cost approximately $11,100,000. By the time the airport
is opened in 1994, the Federal Aviation Administration and Contra Costa County will have
spent approximately $20,200,000 on the new airport.
Current construction contracts have been awarded for $4,000,000. This includes
approximately $650,000 of environmental mitigation construction. The remainder is the
Byron Bethany Irrigation Canal relocation and runway earthwork.
We are expecting to bid the paving work in August and receive an additional FAA grant in
September for approximately $3,000,000.
The formal ground breaking ceremony is scheduled for June 19th at 10 a.m. at the Byron
Airport. Construction will continue throughout the summer and fall. It is anticipated that
paving will be done in the spring of 1994. The formal airport dedication and grand opening
is expected in late 1994.
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ATTACHMENT 2
14. 6
BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
Re: Abolishing Positions and )
Laying-Off Employees 1
RESOLUTION NO. 93/280
The Contra Costa County Board of Supervisors, in all of its capacities as the governing body of this
County and of the districts and agencies of which it is the governing body, RESOLVES THAT:
1 . The Board has considered the financial impact of reductions in funding due to reduced state and
federal funding and reduced property tax receipts and other revenues, the impact of increased
funding requirements, the resultant impact on capital projects, the staffing reorganization
necessary for the efficiency of County government operations ,and has considered the position
and staff reduction and retention plans submitted by the various Districts and County
departments.
2. In order to keep expenditures within available funding or to reorganize staffing as is necessary
for efficient operations, it is necessary to abolish, add or reduce the hours or status of the
positions described in the lists attached hereto for reasons of economy, lack of funds,
departmental reorganization, or because the necessity for the position(s) involved no longer
exists, and to lay off employees accordingly. Said lists are incorporated herein by reference,
and said positions are hereby abolished effective on the dates indicated thereon.
3. The Personnel Department shall prepare lists showing the order of layoff of affected employees.
4. The heads of the departments in which such positions are abolished or charged shall issue layoff
or displacement notices, as the case may be, and give notice to the affected employees of the
Board's action.
5. This resolution is an emergency action. The Board has been advised that revenues for the
1993-94 fiscal year will be significantly less than are required to maintain existing operations
and staff. Immediate action to reduce staff will reduce the magnitude of impending staff
reductions and interference with county services. Conversely, failure to initiate layoffs will
result in continued salary expenditures that will increase the need for layoffs and the adverse
impact on services in the coming fiscal year.
6. The Employee Relations Officer shall give notice of this Resolution to all recognized employee
organizations.
7. To the extent that the subject of this Resolution is within the scope of representation under the
Meyers-MiIias-Brown Act (Government Code Section 3600 et seq.), this Board offers to meet
with the recognized employee organization representing affected employees upon request
concerning this Resolution.
8. Recognized employee organization may submit to the Employee Relations Officer written request
to meet and confer on specific proposals with respect to this Resolution or any resulting layoffs.
This authorization and direction is given without prejudice to the Board's right to reduce or
terminate the operations and services of the County and of Districts governed by this Board and
to eliminate classes of employees or positions as involving the merits, necessity, or organization
of services or activities of the County or Districts governed by the Board and not within the
scope of representation.
9. This action is taken without prejudice to pending consulting, meeting, and meeting and
conferring with employee organizations.
Adopted this Resolution on May 25, 1993 by unanimous vote.
of the Supervisors present.
I hereby certify that this is a true and correct copy of an action
taken and entered on minutes of the Board of Supervisors on
the date shown.
Attested:
Phil Batchel r, Clerk of the Board of Supervisors
/ and County Administrator
By V' _ Deputy
* Supervisors Powers and
Bishop were absent.
Resolution No. 93/280
' Attachment A
Page 1 of 1
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: Agriculture/Weights and Measures
EFFECTIVE: Close of Business on June 30, 1993 unless otherwise noted
Position Position Filled/
Number Class Code Type Vacant
33-00018 Chief Deputy Sealer BWDA 40/40 Vacant
Reduce the following position from 40/40 to 20/40:
Position Position Filled/
Number Class Code Type Vacant
33-00085 Agricultural Biologist II BAVA 40/40 Filled
Resolution 93/280
Attachment B
Page 1 of 1
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: Assessor
EFFECTIVE: Close of Business on June 30, 1993 unless otherwise noted
Position Position Filled/
Number Class Code Type Vacant
16-00017 Supervising Appraiser DRTA 40/40 Vacant
16-00087 Senior Auditor Appraiser DRNA 40/40 Vacant
Resolution 93/280
Attachment C
Page 1 of 1
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: General Services
EFFECTIVE: Close of Business on June 30, 1993 unless otherwise noted
Position Position Filled/
Number Class Code Type Vacant
66-00186 Carpenter GFWB 40/40 Vacant
66-00187 Carpenter GFWB 40/40 Vacant
66-00110 Deputy General Services Director NAD7 40/40 Vacant
66-00242 Custodian 11 GKWB 40/40 Vacant
66-00067 Clerk Experienced Level JWXB 40/40 Filled
66-00047 Apprentice Mechanic PM7A 40/40 Filled
Add the following position to the Department:
Position Position
Number Class Code Type
66- Equipment Services Worker PMVA 40/40
Resolution 93/280
A
Attachment D
Page 1 of 1
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: Health Services Department
EFFECTIVE: Close of Business on June 30, 1993 unless otherwise noted
Position Position Filled/
Number Class Code Type Vacant
54-1287 Clerk-Senior Level JWXC 40/40 Filled
54-1301 Clerk-Senior Level JWXC 40/40 Filled
54-2639 Clerk-Senior Level JWXC 40/40 Filled
54-2844 Clerk-Senior Level JWXC 40/40 Filled
54-1100 Clerk-Experienced Level JWXB 40/40 Filled
54-1392 Health Services Administrator VAND 40/40 Vacant
54-2226 Alcohol Rehab Program Supervisor VENB 40/40 Filled
54-1409 Substance Abuse Counselor VHVC 40/40 Vacant
Resolution 93/280
Attachment E
Page 1 of 1
Revised 5/25/93
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: Probation Department
EFFECTIVE: Close of Business on June 30, 1993 unless otherwise noted
Position Position Filled/
Number Class Code Type Vacant Revision
30-00281 Custodian II GKWB 40/40 Vacant
30-00296 Supervising Cook - Juvenile Hall 1 KHA 40/40 Vacant
30-00169 Deputy Probation Officer TATA 20/40 Vacant 7/31/93
30-00225 Deputy Probation Officer TATA 32/40 Vacant 7/31/93
30-00167 Deputy Probation Officer TATA 40/40 Vacant 7/31/93
30-00115 Deputy Probation Officer TATA 40/40 Vacant 7/31/93
Transfer the following positions to the Health Services Department:
Position Position Filled/
Number Class Code Type Vacant
30-00293 Supervising Nurse VSHB 40/40 Filled
30-00294 Registered Nurse VWXA 24/40 Vacant
30-00360 Registered Nurse VWXA 24/40 Filled
30-00361 Registered Nurse VWXA 24/40 Vacant
30-00434 Registered Nurse VWXA 24/40 Filled
30-00492 Registered Nurse VWXA 24/40 Filled
30-00513 Registered Nurse VWXA 24/40 Vacant
30-00295 Registered Nurse VWXA 32/40 Vacant
Revised 5/25/93: The Board of Supervisors expressed its intent to use approximately $16,000
from the retirement credit to cover one month of temporary salaries in the
following positions: 30-00169, 00225, 00167, 00115.
Resolution 93/280
51 3
� ��� &&Zz
Attachment F
Page 1 of 2
Revised 5/25/93
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: Sheriff-Coroner Department
EFFECTIVE: Close of Business on June 30, 1993 unless otherwise noted
Position Position Filled/
Number Class Code Type Vacant
25-00146 Deputy Sheriff 6XWA 40/40 Vacant
25-00337 Deputy Sheriff 6XWA 40/40 Vacant
25-00351 Deputy Sheriff 6XWA 40/40 Vacant
25-00353 Deputy Sheriff 6XWA 40/40 Vacant
25-00363 Deputy Sheriff 6XWA 40/40 Vacant
25-00374 Deputy Sheriff 6XWA 40/40 Vacant
25-00422 Deputy Sheriff 6XWA 40/40 Vacant
25-00429 Deputy Sheriff 6XWA 40/40 Vacant
25-00536 Deputy Sheriff 6XWA 40/40 Vacant
25-00591 Deputy Sheriff 6XWA 40/40 Vacant
25-00613 Deputy Sheriff 6XWA 40/40 Vacant
25-00688 Deputy Sheriff 6XWA 40/40 Vacant
25-00766 Deputy Sheriff 6XWA 40/40 Vacant
25-00779 Deputy Sheriff 6XWA 40/40 Vacant
25-00780 Deputy Sheriff 6XWA 40/40 Vacant
25-00053 Supervising Criminalist 6DHA 40/40 Filled
25-00055 Criminalist III 6DTB 40/40 Vacant
25-00545 Criminalist III 6DTB 40/40 Filled
25-00056 Criminalist III 6DTB 40/40 Filled
25-00593 Criminalist III 6DTB 40/40 Filled
25-00058 Criminalist III 6DTB 40/40 Filled
25-00059 Forensic Toxicologist I 6CWA 40/40 Filled
25-00615 Forensic Toxicologist II 6CWA 40/40 Filled
25-01126 Forensic Toxicologist II 6CWA 40/40 Filled
Revised 5/25/93: This revision removes from the list three Deputy Sheriff Positions (position
numbers 25-00786, 00939, 00962) and the Sergeant position (25-01001) from
the Patrol Division and adds a Criminalist III (25-00058) and a Forensic
Toxicologist (25-01126).
Resolution 93/280
Attachment F
Page 2 of 2
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: Sheriff-Coroner Department
EFFECTIVE: Close of Business on June 30, 1993 unless otherwise noted
Position Position Filled/
Number Class Code Type Vacant
25-00020 Clerical Supervisor JWHF 40/40 Filled
25-00313 Clerk-Senior Level JWXC 40/40 Filled
25-01072 Clerk-Senior Level JWXC 40/40 Filled
25-00574 Clerk-Senior Level JWXC 40/40 Filled
25-00676 Department System Analyst LATE 40/40 Filled
25-00279 Supervising Dispatcher 64HD 40/40 Filled
25-00621 Sheriff's Dispatcher II 64WK 40/40 Vacant
25-00301 Sheriff's Dispatcher II 64WK 40/40 Vacant
25-00474 Sheriff's Dispatcher P.I. 64WK 40/40 Vacant
25-01068 Sheriff's Aide 64VF 40/40 Filled
25-00886 Sheriff's Specialist 64VE 40/40 Vacant
25-00722 Sheriff's Specialist 64VE 40/40 Filled
25-00864 Sheriff's Specialist 64VE 40/40 Filled
Resolution 93/280
Attachment G
Page 1 of 1
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: Social Service Department
EFFECTIVE: Close of Business on June 30, 1993 unless otherwise noted
Position Position Filled/
Number Class Code Type Vacant
53-00257 Social Svs Pre-Hearing Review Spec X4SJ 40/40 Vacant
53-01041 Social Svs Program Analyst X4SH 40/40 Vacant
53-01723 Social Svs Data Operations Spec JJGD 40/40 Vacant
53-01724 Social Svs Computer Systems Officer XQDC 40/40 Filled
dv&d" 5/_.q5�3 Resolution 93/280
D
L-JL-
8
D COUNTY OF CONTRA COSTA '
a
0
PROGRAM BUDGET
D May 25, 1 993
a
/ 1
'+�aa1111.�11 .. F'_
SjA,C0U��'1``�
DBoard of Supervisors
Tom Torlakson,Chairman
Supervisor, District 5
Tom Powers Jeff Smith
DSupervisor, District 1 Supervisor, District 2
Gayle Bishop Sunne Wright McPeak
DSupervisor, District 3 Supervisor, District 4
1
TABLE OF CONTENTS
GENERAL GOVERNMENT
ASSESSOR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
AUDITOR-CONTROLLER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
BUILDING INSPECTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
COMMUNITY DEVELOPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
COOPERATIVE EXTENSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
' COUNTY ADMINISTRATOR(CAO) . . . . . : : : : : : : : : : : : : : : : : : : . . 15
CENTRAL SUPPORT SERVICES . . 19
COUNTY COUNSEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
GENERAL SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
LIBRARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
1 PERSONNEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
PUBLIC WORKS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
TREASURER-TAX COLLECTOR . . . . . . . . . . . . . . . . . . . . . . . . . . 53
HEALTH AND WELFARE
1 COMMUNITY SERVICES . . . . . . . . : : : : : : . . : : : : : : : : : : : : : : . 55
HEALTH SERVICES . . . . . . . . . . . . 59
PRIVATE INDUSTRY COUNCIL . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
SOCIAL SERVICE . . . . . . . . . . . . : : : : : : : : : : : : : : : : . : : : : : . . 89
VETERANS SERVICE . . . . . . . . . . 103
PUBLIC PROTECTION
AGRICULTURE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
ANIMAL SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
CLERK-RECORDER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
DISTRICT ATTORNEY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115
LAW AND JUSTICE SYSTEMS . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
MUNICIPAL COURTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121
PROBATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
PUBLIC DEFENDER/CONFLICT DEFENSE . . . . . . . . . . . . . . . . . . 131
SHERIFF- CORONER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133
a SUPERIOR COURT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141
a
ASSESSOR
FY 92-93
GROSS NET COUNTY DISCRETION
aPROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Appraisal $4,192,296 $4,192,296 56 1
a Business 1,106,143 1,106,143 21 1
Support Services 2,023,648 1,849,318 45 1
Administrative Services 526,485 526,485 6 2
0 TOTAL $7,848,572 $7,674,242 128
a
A. ASSESSOR
Purpose: To produce a timely roll of all properties subject to local assessment,
administer legally permissible exemptions, develop and maintain a set of current
maps delineating property ownerships, defend assessments as required before
an appellate body and provide information and service to the public as needed.
FTE: 128
0 Level of Discretion: Level 1, No discretion and 2, Very limited
aGross Expenditures: $7,848,572
Financing: $ 174,330
0 Net County Cost: $7,674,242
Funding Source: Expenditure Transfers 4% $33,355
O 1.8% or $140,975 includes the sale
of Property Characteristic ownership
information, maps and miscellaneous
fees. 97.8% General Fund
1. Appraisal
0 Description: To ensure that all secured real and personal property within
the County has been accurately valued and entered on the regular and
0 supplemental assessment rolls.
FTE: 56
Level of Discretion: 1, No discretion
Gross Expenditures: $4,192,296
a
2. Business ,
Description: To ensure all business personal property within the County
has been accurately reported and valued, and that the values have been '
entered on the regular and supplemental assessment rolls.
FTE: 21
Level of Discretion: 1 No discretion '
Gross Expenditures: $1,106,143 '
3. Support Services '
Description: Enroll all valid exemptions on the annual and supplemental
local assessment rolls, provide data entry and drafting services to the
department, amend policies and procedures where necessary, and provide
service to agencies and private organizations and to the general public.
FTE: 45 ,
Level of Discretion: 1, No discretion
Gross Expenditures: $1,849,318
4. Administrative Services '
Description: Establish and administer policies relative to department
operations and provide administrative guidelines for carrying out these '
policies.
FTE: 6
Level of Discretion: 2, Very limited ,
Gross Expenditures: $526,485 '
2 '
AUDITOR-CONTROLLER
aFY 92-93
GROSS NET COUNTY DISCRETION
0 PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Support of County
aOperations $3,698,167 $2,089,631 54.4 2
Support of All County
Jurisdictions 984,718 328,427 12.9 2
County's Statutory
Responsibilities 400,538 -2,400 8.85 2
Non-Statutory
aResponsibilities 133,279 59,060 1.85 4
Land Information 164,700 -0- 2 3
---------- -------- ----- -----
---------- -------- ----- -----
TOTAL $5,381,402 $2,474,718 80
a
A AUDITOR-CONTROLLER
DPurpose: To maintain the County's accounting records; to prepare financial
reports and audits for departments and special districts governed by the Board of
a Supervisors; to authorize and account for all deposits and withdrawals from the
County Treasury, except investments and securities; to monitor the County
budget; to perform property tax calculations and allocations; to control fixed
0 assets; and to design the accounting systems.
FTE: 80
a Level of Discretion: The Board of Supervisors has no discretion over certain
activities performed by the Auditor due to various California Codes or mandates.
Other responsibilities assumed by the Auditor are discretionary.
Gross Expenditures: $5,381,402
Financing: $2,906,684
0 Net County Cost: $2,474,718
Funding Source: Fees charged to users 16.6% $893,890
a Special Districts, Cities 37.4% $2,012,794
General Fund 46.0% $2,474,718
3
D
1. Support of County Operations ,
Description: Financial services provided to all county departments; payroll,
accounts payable and auditing records. '
FTE: 54.4
Discretion Level: 2, Very limited '
Gross Expenditures: $3,698,167
Financing: $1,608,536
Net County Cost: $2,089,631
Funding Source: Expenditure Transfers 7.7% $285,033 ,
State .4% $15,000
Fees 35.2% $1,301,502 '
Other .2% $7,000
General Fund 56.5% $2,089,631
2. Support of All County Jurisdictions
Description: Services provided by the Property Tax division in allocating ,
and accounting for property taxes and assessments.
FTE: 12.9 '
Discretion Level: 2, Very limited
Gross Expenditures: $984,718
Financing: $656,291
Net County Cost: $328,427
Funding Source: Fees 62.7% $616,991
Other 4.0% $39,300 '
General Fund 33.3% $328,427
3. County's Statuto Responsibilities '
Description: Handle the County's Welfare Accounting Unit, Child Support '
Receipts Processing Unit and accounting support for the County's
Redevelopment Agency.
FTE: 8.85 ,
4
a
a
Discretion Level: 2, Very limited
a Gross Expenditures: $400,538
Financing: $402,938
Net County Cost: $ -2,400
0 Funding Source: Expenditure Transfers 100.6% $402,938
D4. Non-Statutoy Responsibilities
ODescription: Provide positive benefits to the County including production
of comprehensive Annual Financial Report (CAFR), Tax and Revenue
Anticipation Notes (TRANS) program and the County's revenue study
a (formerly MSI).
FTE: 1.85
aDiscretion Level: 4, Discretionary
O Gross Expenditures: $133,279
Financing: $ 74,219
Net County Cost: $ 59,060
0 Funding Source: Expenditure Transfers 53.2% $67,248
General Fund 46.8% $59,060
B. LAND INFORMATION
0 Purpose: The Land Information System is a computer system, based on the
County Assessor's parcel numbers, which provides data related to the ownership,
assessment, zoning and development of real property.
FTE: 2
Level of Discretion: 3, Some discretion
Gross Expenditures: $164,700
Financing: $164,700
Net County Cost: $ 0
Funding Source: Fees charged to cities and users of the service. 100%
5
0 BUILDING INSPECTION
aFY 92-93
GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Inspection Services $2,314,365 0 32 2
D Grading Services 363,295 0 5 2
Prpty Cnsry Hsg Svcs 396,080 0 2 2,4
Administrative Support 1,017,227 0 14 2,3
DTOTAL $4,090,967 0 57
DA. INSPECTION SERVICES
Purpose: Review plans, issue building permits and inspect the construction of buildings
to ensure construction of structurally sound buildings.
FTE: 32
O Level of Discretion: Verylimited discretion to cut the program.
P 9
QGross Expenditures: $2,314,365
Financing: $2,314,365
aNet County Cost: $ 0
Funding Sources: Expenditure Transfers .5% $10,726
0 Fees 99.5% $2,303,639
B. GRADING SERVICES
Purpose: Check plans, issue grading permits, perform grading inspections of
minor/major subdivisions and individual's building projects, and investigate grading
complaints to ensure construction occurs on a safe foundation.
FTE: 5
Level of Discretion: Very limited discretion to cut the program.
Gross Expenditures: $363,295
Financing: $363,295
Net County Cost: $ 0
FundingSource: Fees 100% 363 295
$ ,
7
C. PROPERTY CONSERVATION HOUSING SERVICES '
Purpose: Respond to code compliance complaints, perform on-site investigations of
potential violations, abate hazardous structures, and provide financial assistance to low
and moderate income families performing housing rehabilitation in order to ensure
building and zoning code compliance of existing structures, mobile homes and new
construction.
FTE: 6
Level of Discretion: Code compliance services have very limited discretion because '
the activities are performed to uphold state regulations. The Housing Rehabilitation
component is discretionary, but offset with federal revenues. ,
Gross Expenditures: $396,080
Financing: $396,080 '
Net County Cost: $ 0
Funding Sources: Expenditure Transfers 9.13% $36,159
Fees 28.6% $113,266
Federal 62.27% $246,655
D. ADMINISTRATIVE SUPPORT
Purpose: Provide administrative support, including a computerized land information '
P PP p
system, for the inspection, grading, code compliance, and housing rehabilitation staff. '
FTE: 14
Level of Discretion: Administrative support program primarily supports programs with '
very limited discretion.
Gross Expenditures: $1,017,22.7 ,
Financing: $1,017,227
Net County Cost: $ 0
Funding Source: Fees 100% $1,017,227 '
,g
t
0
0 COMMUNITY DEVELOPMENT
0 FY 92-93
GROSS NET COUNTY DISCRETION
0 PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Current Planning $5,150,248 $248,292 21 2
Advance Planning 590,930 18,600 3 2
Transportation Planning 6,138,404 24,200 6 3
Conservation 2,008,460 80,900 10 2
0 Water 182,360 0 1.5 4
Recreation 160,000 160,000 0 4
Comm Dev Block Grant 2,581,290 0 4 4
0 Redevelopment 3,184,258 0 6 4
Support Services See other programs see other prog 14.5
---------- -------- --- ---
---------- -------- --- ---
TOTAL $19,995,951 $ 531,992 66
0 A. CURRENT PLANNING
Purpose: Regulation of land use and development in accordance with County
0 policy and applicable laws.
FTE: 21
0 Level of Discretion: Program has very limited discretion and is required to meet
state and County land use regulations.
0 Gross Expenditures: $5,150,248
Financing: $4,901,956
0 Net County Cost: $ 248,292
Funding Sources: Expenditure Transfers .29% $15,000
0 Fees 94.5% $4,866,956
Other .39% $20,000
General Fund 4.82% $248,292
0
B. ADVANCE PLANNING
Purpose: Maintenance of a long-range policy planning process to anticipate and
respond to socioeconomic changes, new legal mandates and local priorities.
FTE: 3
1 9
0
Level of Discretion: Program has very limited discretion. '
Gross Expenditures: $590,930 '
Financing: $572,330
Net County Cost: $ 18,600
Funding Sources: Fees 96.85% $572,330 ,
General Fund 3.15% $ 18,600
C. TRANSPORTATION PLANNING
Purpose: Development of an effective transportation network throughout the '
County by planning for roads and other types of transportation systems on
Countywide corridor, area and neighborhood levels. Develop County Growth '
Management Program.
FTE: 6
Level of Discretion: Program has ,some discretion '
Gross Expenditures: $6,138,404 '
Financing: $6,114,204
Net County Cost: $ 24,200
Funding Sources: Expenditure Transfer 4.9% $301,000
Fees 11.7% $718,372 '
Sales Tax: 64.91% $3,984,256
Other 18.09% $1,110,576
General Fund .39% $24,200 ,
D. CONSERVATION '
Purpose: Administration of the Solid Waste Management and Recycling
programs and provision of technical services related to water, sewer, sanitary ,
landfills and other environmental issues.
FTE: 10
Level of Discretion: Program has very little discretion.
Gross Expenditures: $2,008,460 ,
Financing: $1,927,560
Net County Cost: $ 80,900
'10 ,
0
0
0 Funding Sources: Fees. 89.5% $1,797,560
Other 6.47% $130,000
0 General Fund 4.03% $80,900
0 E. WATER
Purpose: Development of County's water policy and administration of County
Q Water Agency.
FTE: 1.5
Level of Discretion: Program is discretionary.
Gross Expenditures: $152,360
0 Financing: $152,360
Net County Cost: $ 0
0 Funding Sources: Other 100% $152,360
F. RECREATION
Purpose: Administration of Community Assistance Mitigation funds for youth
recreation, family counseling and related projects in West Pittsburg and other
nearby communities negatively impacted by the Keller Canyon landfill.
0 FTE: 0
Level of Discretion: Program is discretionary.
0 Gross Expenditures: $160,000
Financing: $ 0
Net County Cost: $160,000
Funding Sources: General Fund 100% $160,000
0
G. COMMUNITY DEVELOPMENT BLOCK GRANT
Purpose: Administration of federal funds for new housing, preservation of
existing housing, economic development, infrastructure improvements, and
neighborhood facilities.
FTE: 4
11
0
Level of Discretion: Program is discretionary. '
Gross Expenditures: $2,581,290 '
Financing: $2,581,290
Net County Cost: $ 0
Funding Sources: Federal (HUD) 100% $2,581,290
H. REDEVELOPMENT
Purpose: The design and implementation of plans for rehabilitating blighted '
areas within the County with the goal of improving the physical, environmental
and economic viability of those areas.
FTE: 6 ,
Level of Discretion: Program is discretionary.
Gross Expenditures: $3,184,258 '
Financing: $3,184,258
Net County Cost: $ 0 ,
Funding Sources: Other 100% $3,184,258
I. SUPPORT ACTIVITIES '
Purpose: Provide administrative and clerical support to departmental programs.
FTE: 14.5 '
Level of Discretion: Discretion level is determined by level of discretion of
program being supported. ,
Gross Expenditures: Spread among other programs
Financing: '
Net County Cost: "
Funding Sources: Expenditures are treated as overhead and charged '
to all programs.
'12 '
D
aCOOPERATIVE EXTENSION
D FY 92-93
GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
aYouth Development $29,208 $29,208 0.6 4
DFamily Education 29,208 29,208 0.6 4
Urban Horticulture 24,340 24,340 0.5 4
eAgriculture 19,473 19,473 0.4 4
0 Livestock 0 0 0_0
TOTAL $102,229 $102,229 2.1
e
1. YOUTH DEVELOPMENT
oPurpose: 4-H volunteer program; comprehensive life skills training for pregnant teen
and "service learning" for young teens.
D FTE: 0.6
Level of Discretion: Discretionary.
Gross Expenditures: $29,208
0 Financing: 0
Net County Cost: $29,208
Funding Sources: General Fund 100.0% $29,208
0
2. FAMILY EDUCATION
Purpose: Nutrition, food security and family resource management education aimed at
low-income persons.
QFTE: 0.6
Level of Discretion: Discretionary.
Gross Expenditures: $29,208
Financing: 0
Net County Cost: $29,208
Funding Sources: General Fund 100.0% $29,208
13
0
3. URBAN HORTICULTURE '
Purpose: Master Gardener volunteer program which provides consultant services for '
backyard gardeners and environmental centers.
FTE: 0.5
Level of Discretion: Discretionary.
Gross Expenditures: $24,340 '
Financing: 0
Net County Cost: $24,340
Funding Sources: General Fund 100.0% $24,340
4. AGRICULTURE ,
Purpose: Farm Advisor serves as primary link between farmers and the research base ,
of the University; helps to enhance production, protect the environment and promote
wise use of natural resources.
FTE: 0.4 '
Level of Discretion: Discretionary. '
Gross Expenditures: $19,473
Financing: 0 ,
Net County Cost: $19,473
Funding Sources: General Fund 100.0% $19,473 ,
5. LIVESTOCK ,
Purpose: Livestock Advisor serves as a primary link between cattle producers and
public land managers and the research base of the University; provides advice on
grazing and land use.
FTE: 0.0
Level of Discretion: N/A
'14 ,
1
COUNTY ADMINISTRATOR
D
D FY 92-93
GROSS NET COUNTY DI;:CRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Board Support &
General Admin. $1,941,225 $1,221,484 20 2
a Cable TV & Community
Public Information 285,032 32,000 3 4
Affirmative Action
Programs _ 124,392 _ 101,892 1 2
Q TOTAL $2,350,649 $1,355,376 24
U _
A. COUNTY ADMINISTRATION
oPurpose: To act as the principal staff advisor to the Board of Supervisors and
to administer County operations. The duties of the County Administrator and staff
include furnishing reports to the Board, providing information and advice,
implementing policy directives and orders adopted by the Board, coordinating the
work performed by County departments and County special districts, and with the
assistance of the County Auditor-Controller, preparing and monitoring the annual
County budget.
FTE: 24
Level of Discretion: Discretion varies by program. Affirmative Action is
mandated by state and federal regulations. Cable Franchise is a Board of
Supervisors mandate.
0 Gross Expenditures: $2,350,649
Financing: $ 995,273
Net County Cost: $1,355,376
Funding Sources: Fees charged to special districts, Community Access
Trust Fund and employee benefits trust funds.
0 1. Board Support and General Administration
B Purpose: Coordination, documentation, analysis and evaluation of items
under consideration by the Board of Supervisors, administration of property
management, and Affirmative Action programs; financial planning, budgetary
review and control, liaison with departments and coordination of county
operations and general overall management of the County.
15
FTE: 20 '
Level of Discretion: 2, Very limited '
Gross Expenditures: $1,941,225
Financing: $ 719,741 '
Net County Cost: $1,221,484
Funding Sources: Fees; charged to special funds.
Special Funds 37.1% $719,741
General Fund 62.9% $1,221,484
2. Cable N and Communily Public Information '
Purpose: Administration of cable franchises, and community access (Contra
Costa TV) and Award of Excellence Programs. Contra Costa TV is a major
effort established by the Board of Supervisors to increase public knowledge '
of County programs and county-wide issues.
FTE: 3
Level of Discretion: 4, Discretionary '
Gross Expenditures: $285,032 ,
Financing: $253,032
Net County Cost: $ 32,000
Funding Sources: Cable Trust Fund 88.8% $253,032 ,
General Fund 11.2% $ 32,000 '
3. Affirmative Action Programs
Purpose: Coordination, implementation, and evaluation of the various state,
federal, and court mandated affirmative action programs; and develop, ,
coordinate, implement and evaluate the County's Minority Business
Enterprise (MBE) and Wornen Business Enterprise (WBE) Contract
Compliance Program in compliance with requirements of federal and state ,
MBE/WBE and Disadvantaged Business Enterprise (DBE) contract
compliance programs. ,
16
a
aFTE: 1
O Level of Discretion: 2. The Board of Supervisors has very limited
discretion over the Affirmative Action Programs.
D Gross Expenditures: $124,392
Financing: $ 22,500
Net County Cost: $101,892
Funding Sources: Charged-Special Dist. 18% $ 22,500
General Fund 82% $101,892
O
0
a
a
v
D
r
17
aCENTRAL SUPPORT SERVICES
FY 92-93
GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Clerk of the Board $ 331,992 $ 255,124 7 2,3
Data Processing 7,942,652 -0- 92 2,3,4
Emergency Services 448,437 256,367 4.5 4
LAFCO 189,556 140,556 2 1
Merit Board 67,644 67,644 .5 1
MIS 327,970 327,970 0 4
Plant Acquisition 941,500 941,500 0 3
Revenue Collection 1,326,579 0 24 3
Risk Management 1,687,063 (85,056) 22 3
Training Institute 167,270 56,447 3 4
-------- -------- ----- -----
-------- -------- ----- -----
aTOTAL $13,430,663 $ 1,960,552 155
A. CLERK OF THE BOARD OF SUPERVISORS
Purpose: To provide staff support to the Board of Supervisors by recording and
acompiling the actions of the Board taken in open session; maintain the official
records; preparing the weekly agenda and summary; and maintaining the roster
of various boards and committees. Provide staff support to the Assessment
Appeals Board.
FTE: 7
Level of Discretion: Level 2, Very limited and 3, Some discretion
Gross Expenditures: $331,992
Financing: $ 76,868
Net County Cost: $255,124
eFunding Sources: Expenditure Transfers 7.5% $25,000
Planning Fees 9.0% $ 30,000
0 Other Fees 6.6% 21,868
General Fund 76.9%. $255,124
0 B. DATA PROCESSING
Purpose: To provide system analysis, system development, evaluation, and
implementation of data processing services to County departments as well as
certain other governmental agencies.
19
FTE: 92
Level of Discretion: Discretion varies by programs the department supports. '
Gross Expenditures: $7,942,652
Financing: $7,942,652
Net County Cost: $ -0-
Funding Sources: Fees charged to users of the service. '
1. Systems and Programming
Purpose: To provide system analysis and development, implementation and
maintenance of the County's automated systems. '
FTE: 42
Level of Discretion: Level 2, Very limited, and 3, Some discretion can be
used for certain programs.
Gross Expenditures: $2,424,918 '
Financing: $2,424,918
Net County Cost: $ -0-
Funding Sources: Other D
e artments 99.2% $2,404,918 '
Fees .8% 20,000
2. Personal Computing Services
Purpose: To provide training and staff support related to office automated
systems, including personal computer hardware and software. To evaluate
and recommend personal computer hardware and software for County ,
employees.
FTE: 8
Level of Discretion: Level 4, Discretionary
Gross Expenditures: $769,320 '
Financing: $769,320
Net County Cost: $ -0-
Funding Sources: Other Departments 95.5% $734,851
Fees 4.5% 34,469
20 '
i
a3. Operations
Purpose: To provide timely processing of all automated systems supported
by the County central computer operation.
FTE: 42
aLevel of Discretion: Level 2, Very limited, and 3, Some discretion
Gross Expenditures: $4,748,414
Financing: $4,748,414
Net County Cost: $ -0-
Funding Sources: Other Departments 97.0% $4,607,128
Fees 3.0% 141,286
C. EMERGENCY SERVICES
Purpose: To provide support to emergency response agencies and coordination
of resources to prevent or minimize personal injury and property damage, and
assist in the economic recovery of the community in the event of a natural or
human-caused disaster.
FTE: 4.5
aLevel of Discretion: 4, Discretionary. The Board of Supervisors has discretion
on the level of training and support services to help citizens and agencies contend
with a natural or human-caused disaster.
Gross Expenditures: $448,437
0 Financing: $192,070
Net County Cost: $256,367
DFunding Sources: FEMA, State Grant, Cities
and Natural Disaster Fund 43% $192,070
General Fund 57% $256,367
D. LOCAL AGENCY FORMATION COMMISSION
Purpose: To discourage urban sprawl and encourage orderly formation and
development of local governmental agencies. To approve, amend or disapprove
applications to create new cities or special districts, and to modify boundaries of
existing agencies.
FTE: 2 21
Level of Discretion: 1 No discretion. State law mandates that each of ,
California's counties establish a Local Agency Formation Commission.
Gross Expenditures: $189,556 i
Financing: $ 49,000
Net County Cost: $140,556; '
Funding Sources: Fees charged for costs of local agency organization and
reorganization proceeding. ,
Other 26% $ 49,000
General Fund 74% $140,556
E. MERIT BOARD '
Purpose: To hear and make determinations on appeals of employees from
orders and actions of dismissal, suspension or reduction in rank or compensation, ,
and related matters. Complaints of unlawful discrimination may be filed with the
Merit Board for determination. To oversee the merit system to ensure that merit
principles are upheld. '
FTE: .5
Level of Discretion: 1, No discretion. County ordinance and law approved '
by the voters mandate the merit system and the Merit Board.
Gross Expenditures: $67,644 '
Financing: $ -0-
Net County Cost: $67,644 '
Funding Sources: General Fund 100%
1
F. MANAGEMENT INFORMATION SYSTEM
Purpose: To provide funding for the most critical and cost beneficial automation
projects which have no other funding source; and to provide funds on a no-
interest loan basis as an incentive to County departments to implement programs
that improve productivity and save money.
FTE: 0
Level of Discretion: 4, Discretionary. The Board of Supervisors has the '
discretion to eliminate the Managen3Qnt Information System programs.
'22
a
0
Gross Expenditures: $327,970
Financing: $ -0-
Net County Cost: $327,970
Funding Sources: 100% General Fund
0
1. Productivity Investment Fund
D
Description: Provides no-interests loans, through a competitive review
P 9 P
process, to applicant departments for the implementation of money-saving
Oproposals.
FTE: 0
Level of Discretion: Level 4, Discretionary
a Gross Expenditures: $95,000
Financing: $ -0-
Net County Cost: $95,000
Funding Sources: 100% General Fund
2. Manaqement Information System
D Description: To provide funding for critical and cost beneficial automation
projects.
FTE: 0
aLevel of Discretion: 4, Discretionary
8 Gross Expenditures: $232,970
Financing: $ -0-
Net County Cost: $232,970
a
Funding Sources: 100% General Fund
0 G. P I
PLANT ACQUISITION
Purpose: Plan, design and construct various repair, improvement and
construction projects for County facilities using in-house staff, consultants and
acontractors. 23
FTE: 0 ,
Level of Discretion: 3, Some discretion
Gross Expenditures: $941,500
Financing: $ -0-
Net County Cost: $941,500 '
Funding Sources: 100% General Fund
H. REVENUE COLLECTION
Purpose: To provide revenue collections services, develop and operate a '
centralized billing and collection program with the intent to maximize revenues
collected for the County. '
FTE: 24
Level of Discretion: 3, Some discretion, and 4, Discretionary. The Board of '
Supervisors has some discretion relative to the handling of Collection Programs.
Gross Expenditures: $1,326,579 '
Financing: $1,326,579
Net County Cost: $ -0- '
Funding Sources: Juvenile Care maintenance, Muni-Court Fines, Public
Defender, fees, other. '
1. Administration ,
Description: Administer and develop operation of existing programs and
expand collection activities in this budget unit to other departments and '
programs. Ensure collection activities comply with Federal and State
requirements.
FTE: 3 '
Level of Discretion: 4, Discretionary
Gross Expenditures: $243,541
Financing: $243,541
Net County Cost: $ -0- '
Funding Sources: Chary to users of the service. '
24
D
D
DFunding Sources: 100% Benefits Trust Funds
D1. Employee Benefits
Description: Administers employee benefits programs including medical,
dental, long-term disability programs, life insurance, unemployment, state
disability insurance programs, deferred compensation, direct deposit, and
VDT eye screening.
FTE:
DLevel of Discretion: 3, Some discretion
*Gross Expenditures: $1,164,029
*Financing: $1,079,503
*Net County Cost: $ 84,526
DFunding Sources: Charged to Benefits Trust Funds:
Unemployment Insurance
D Trust Fund 6.5% $ 75,568
Long Term Disability
Insurance Trust Fund 4.7% 54,570
n Delta Dental Insurance
q Trust Fund 33.3% 387,854
1st Choice Hlth Plan
DTrust Fund 6.8% 79,229
VDT Eye Screening
Trust Fund 7.7% 89,355
State Disability Ins
Trust Fund 1.5% 17,351
Deferred Compensation
General Fund 2.8% 32,961
Direct Deposit General
D Fund 1.4% 16,105
Supplemental Life Ins
General Fund 1.6% 18,109
Health Plan Admin.
Trust Fund 33.7% 392,927
* Appropriations, positions and revenue reflected in Budget Unit 0035.
D25
D
1. TRAINING INSTITUTE '
Purpose: Provides organizational and management development training and '
consultation for all County departments.
FTE: 3
Level of Discretion: 4, Discretionary. The Board of Supervisors has the '
discretionary to eliminate those aspects of training that are not mandated by
Board ordinance. ,
Gross Expenditures: $167,270
Financing: $110,823 ,
Net County Cost: $ 56,447
Funding Sources: Cities, Special districts, and '
other users of service 6.6% $110,823
General Fund 33.7% $56,447 '
26 '
aCOUNTY COUNSEL
FY 92-93
GROSS NET COUNTY DI)CRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
General Government $ 565,120 $ 415,120 6.2 2,3
Social Service-Probate 584,387 275,896 6.5 2,3,4
OCourts/Public Protection 214,155 128,655 2.5 3,4
Outside Clients/Other 170,447 42,947 1.9 3,4
Public Protection/
OCommunity 535,688 87,388 6.2 3,4
Health/Sanitation 245,150 4,990 2.7 3,4
D Risk Management/
Tort Unit 120,000 0 2.0 3
------- ------- ----- ---
------- ------- ----- ---
TOTAL $2,434,947 $954,996 28
A. GENERAL GOVERNMENT
O Purpose: To provide legal services necessary for the continued operation of the
County Administrator, Board of Supervisors, Auditor-Controller and other basic
County departments.
aFTE: 6.2
Level of Discretion: Very limited and some discretion. General government
a provides legal support for some mandated functions, including Merit Board,
Retirement System and Board of Supervisors.
Gross Expenditures: $565,120
Financing: $150,000
Net County Cost: $415,120
O FundingSources: Expenditure Transfers 17.7% 100 000
P $ ,
a Charges to Retirement 8.8% 50,000
General Fund 73.5% $415,120
General Government program provides legal services to the following departments
and agencies:
1. Administrative, Personnel
2. Merit Board
3. County Financial Departments
4. Retirement System
5. County Administrator 27
B. SOCIAL SERVICE - PROBATE
Purpose: Legal services for Social Service Department activities (adoptions, '
dependent Children, assistance, etc.) and to the District Attorney - Public
Administrator.
FTE: 6.5
Level of Discretion: Varies with service. County Counsel has very limited
discretion over dependent children legal services performed for the Social Service '
department (Welfare and Institutions S318.5).
Gross Expenditures: $584,387 '
Financing: $308,491
Net County Cost: $275,896
Funding Sources: Expenditure Transfers 52.8% $308,491 '
General Fund 47.2% $275,896 '
Social Service - Probate program provides legal services for the following '
departments and County programs:
1. Administrative
2. General Assistance ,
3. Dependent Children
4. Public Administrator
C. COURTS/PUBLIC PROTECTION
Purpose: Legal services primarily for the courts and County's justice system. '
FTE: 2.5
Level of Discretion: Varies with service. Revenues from Small Claims Advisory
Program is restricted to this program. The courts have the power to employ
private attorneys, even if more expensive.
Gross Expenditures: $214,155
Financing: $85,500 1
Net County Cost: $128,655
Funding Sources: Expenditure Transfers 39.7% $ 85,000 '
Court Fees .2% 500
General Fund 60.1% $128,655
1.8
0
D
DCourts/Public Protection program provides legal services to the following
departments and County programs:
1. Courts and Judges
2. Clerk-Elections, District Attorney, Grand Jury, Public Defender,
and Sheriff (Jails)
D3. Small Claims Advisory Program
oD. OUTSIDE CLIENTS/OTHER
Purpose: Legal services provided to public clients and departments including
DCommunity Services, County Service Areas, Housing Authority, Community
Access Television, Miscellaneous Districts, Local Agency Formation Commission,
Library, Private Industry Council, Schools, and Water Districts.
FTE: 1.9
Level of Discretion: Primarily discretionary programs.
Gross Expenditures: $170,447
Q Financing: $127,500
Net County Cost: $ 42,947
Funding Sources: Expenditure Transfers 13.8% $ 23,500
Charges to non-County
Agencies 61% 104,000
General Fund 25.2% $ 42,947
o Outside Clients/Other program provides legal services to the following agencies:
1. Community Services and Private Industry Council
2. Library
D 3. CAN
4. Contra Costa Housing Authority
5. Delta Diablo Sanitary District
6. Contra Costa County Schools
7. LAFCO
0
E. PUBLIC PROTECTION/COMMUNITY
Purpose: Legal services for programs designed to protect the general public and
enhance its environment.
oFTE: 6.2 29
0
Level of Discretion: Primarily discretionary programs. '
Gross Expenditures: $535,688 '
Financing: $448,300
Net County Cost: $ 87,388
Funding Sources: Expenditure Transfers 59.4% $318,300 '
Special District
Augmentation Fund 24.3% 130,000 i
General Fund 16.3% $ 87,388 ,
Public Protection/Community program provides legal services to the following
departments and agencies: '
1. Public Works Department
2. Flood Control District
3. Building Inspection Department '
4. Community Development Department
5. Agriculture, Animal Control, Office of Emergency Services
6. Redevelopment Agency '
7. Solid Waste, AB939
8. Fire and Miscellaneous Special Districts, and County Service Areas
9. Contra Costa County Water Agency '
F. HEALTH AND SANITATION '
Purpose: Legal services provided to the Health Services department and
sanitation districts. ,
FTE: 2.7
Level of Discretion: Level 3,4 '
Gross Expenditures: $245,150
Financing: $240,160 j
Net County Cost: $ 4,990
Funding Sources: Expendii;ure Transfers 98% $240,160 ,
General Fund 2% $ 4,990 '
30 '
0
0
0 Health and Sanitation program provides legal services to the following
departments and County programs.
1. Health Services Department areas
2. Public Guardian
G. RISK MANAGEMENTITORT UNIT
0 Purpose: To provide tort litigation services in-house and supervise outside tort
litigation attorneys in conjunction with Risk Management.
FTE: 2
Level of Discretion: Level 3, Some discretion
0 Gross Expenditures: $120,000
Financing: $120,000
0 Net County Cost: $ 0
Funding Sources: Expenditure Transfers 100% $120,000
0
0
0
0
0
0
0
0
31
0
Q. GENERAL SERVICES
FY 92-93
GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
i
Purchasing $ 517,045 $ 298,284 8 3
a� Communications 4,263,940 -0- 19 3
Fleet Services 6,777,047 134,631 24 4
General Property 12,480,240 10,519,344 0 3
al Buildings and Grounds 34,977,976 580,000 164 3
Central Services 1,790,356 184,407 20 4
Administration 1,036,634 -0- 14 4
OI TOTAL $61,843,238 $11,716,666 249
al A. PURCHASING
alPurpose: To provide a program of centralized purchasing of goods, equipment
and services for the County and other local agencies, and the sale and/or
al disposal of surplus equipment.
FTE: 8
al Level of Discretion: 3, Some discretion
Gross Expenditures: $ 517,045
al Financing: $ 218,761
Net County Cost: $ 298,284
Funding Sources: Expenditure Transfer 6.4% $ 32,861
Fees charged to users of the
Service 35.9% $ 185,900
OIGeneral Fund 57.7% $ 298,284
a� B. COMMUNICATION
Purpose: To operate and manage the County's communications systems
0 including telephone, microwave, radio and alarm, and to provide installation and
maintenance of radio systems for police agencies, special districts, ambulance
companies, and cities.
FTE: 19
33
1
Level of Discretion: 3, Some discretion '
Gross Expenditures: $4,263,940 '
Financing: $4,263,940
Net County Cost: $ -0-
Funding Sources: Fees charged to users of the service.
1. Radio/Microwave/Electronic Equipment Maintenance '
Description: Provide radio, alarm and other installation, maintenance and
servicing of communications equipment for County departments, contract '
agencies and cities; provide consulting and engineering services for
microwave systems and licensing of radio channels.
FTE: 12 '
Level of Discretion: 3, Some discretion
2. Telephone Services '
Description: Provide installation and maintenance and information services. ,
FTE: 7
Level of Discretion: 3, Some discretion '
C. FLEET SERVICES ,
Purpose: To provide maintenance, repair, acquisition, and inventory services for
the County's fleet of vehicles and equipment. ,
FTE: 24
Level of Discretion: 4, Discretionary. '
Gross Expenditures: $6,777,047
Financing: $6,642,416 '
Net County Cost: $ 134,631
Funding Sources: Fees charged to users of the service and represents '
98%. 2% General Fund.
34 '
0
0
0 1. Maintenance and Repair
o Description: Provide scheduled, routine maintenance and repair services
including emergency repairs.
FTE: 24
oDiscretion Level: 4, Discretionary
0 2. Vehicle Operating Costs
Description: Provide for costs such as gasoline, oil, tires, insurance,
o depreciation and lease/purchase.
FTE: 0
oDiscretion Level: 4, Discretionary
3. Vehicle Replacement
o re Description: Purchase new vehicles to lace those determined to be
P P
o unsafe or uneconomical for continued operation.
FTE: 0
oDiscretion Level: 4, Discretionary
o D. GENERAL PROPERTY
Purpose: To provide for the costs to include: general funded buildings and
o grounds, maintenance, debt service, utilities, and rents; vehicles, telephones, and
communication services, revenue leases for various County properties and
departments.
FTE: 0
Level of Discretion: 3, Some discretion
Gross Expenditures: $12,480,240
Financing: $ 1,960,896
oNet County Cost: $10,519,344
Funding Sources: 16% of total costs charged to non-general fund
users of County facilities and services. $1,960,896
General Fund 84% $10,519,344
35
0
1. Maintenance and Operations '
Description: Provides for the occupancy costs for general fund '
departments, costs for rented and leased property and other properties such
as the Veterans' Memorial Buildings, communication services for the Sheriffs
department, and general funded departments use of vehicles, maintenance,
except for the Sheriff and telephone services, revenue leases and various
agencies and departments.
FTE: '
Discretion Level: 3, Some Discretion
E. BUILDINGS AND GROUNDS
Purpose: To fund the maintenance of County buildings and facilities including
custodial, grounds, operating engineers, and craft personnel, equipment, and
supplies; architectural and property management of County owned and leased '
property and facilities; and the traffic signal maintenance program for the County
and contract cities; and the resource recovery program.
FTE: 164
Level of Discretion: 3, Some discretion
Gross Expenditures: $34,977,976 ,
Financing: $34,397,976
Net County Cost: $ 580,000 '
Funding Sources: Fees charged to users 97.6% $34,128,476
Other .8% $269,500 '
General Fund 1.6% $580,000
1. Building Operations
Description: Provide general maintenance of facilities and equipment and ,
property management services for County owned and lease facilities,
including architectural services, utilities and insurance; provides grounds '
maintenance service and operates Resource Recovery Center
FTE: 103
Level of Discretion: 3, Some discretion
36
0
0
0 2. Custodial Services
o Description: Clean buildings, replace lamps, collect recycling materials and
wash windows for County maintained buildings.
FTE: 61
ODiscretion Level: 3, Some discretion
oF. CENTRAL SERVICES
Purpose: To provide fast copy, printing, bindery, and duplicating services; U.S.
mail and inter-office delivery; ordering of office supplies; inserting; and
microfilming services to County departments and other governmental agencies.
OFTE: 20
Level of Discretion: 4, Discretionary
oGross Expenditures: $1,790,356
Financing: $1,605,949
DNet County Cost: $ 184,407
Funding Sources: Fees charged to users 89.7% $1,605,949
General Fund 10.3% $184,407
1. Microfilm/Microfiche
Description: To provide assistance to County departments in the design
and implementation of efficient microfilm systems and produce computer
output microfilm reports.
FTE: 1
oLevel of Discretion: 4, Discretionary
0 2. Suupply, Distribution, and Mailroom
Description: To provide centralized services meeting the needs of County
offices for inter-office mail delivery, U.S. Mail processing, and office supplies.
FTE: 14
1
37
0
1
Level of Discretion: 4, Discretionary '
3. Duplicating Services
Description: To provide centralized services meeting the needs of County
offices for printing, duplicating and bindery services. '
.FTE: 5
Discretion Level: 4, Discretionary '
G. ADMINISTRATION
Purpose: To provide for the overall management and support of all divisions
including personnel, fiscal, safety, and training. '
FTE: 14
Level of Discretion: 4, Discretionary ,
Gross Expenditures: $1,036,634
Financing: $1,036,634 ,
Net County Cost: $ -0-
Funding Sources: Costs are distributed among all of the department
divisions.
r
38 ,
LIBRARY
O
FY 92-93
GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
OAdministration $1,897,870 $ 0 12
Branch & Extension Svs 5,717,901 90
Central Library 1,989,538 28
a Community Relations 198,455 2
Support Service 1.319,126 24
aTOTAL $11,122,890 $ 0 156 1'
D
The purpose of the County Library System is to provide comprehensive library services to
O County residents except residents in the City of Richmond, which has its own city operated
library. The County library is a special district which is funded primarily with property tax
revenues that are restricted solely for the support of the library. Accordingly, the library budget
is based on the estimated property tax revenue and certain other miscellaneous revenues such
as state and federal grants, fines and donations.
A. ADMINISTRATION
aPurpose: To plan, organize and direct the operation of the County Library. To provide
leadership and management of the department in budgetary, personnel, operational and
policy matters. To plan for the future of the library with the Library Commission,
arepresentatives of library communities and staff.
OFTE: 12
Level of Discretion: See Footnote.
Gross Expenditures: $1,897,870
Financing: 1,897,870
Net County Cost: 0
Funding Sources: Library Taxes 80.7% $1,531,480
SDAF 91-92 Fund Bal 19.3% 366,390
' The County Library is operated under a non-general fund budget unit using restricted revenues,
as such the services are non-discretionary; however, the specific break-down of services provided by
the library are discretionary.
39
B. BRANCH AND EXTENSION SERVICES '
Purpose: To provide library services in the various communities of the county and in ,
the detention facilities. Services provided are tailored for each community, depending
on the service population needs.
FTE: 90 '
Level of Discretion: See Footnote. '
Gross Expenditures: $ 5,717,901
Financing: 5,717',901 '
Net County Cost: 0
Funding Sources: Library Taxes 89.9% $ 5,143,701 ,
Fees 4.2% 240,000
State 3.1% 175,000 ,
Other 2.8% 159,200
C. CENTRAL LIBRARY
Purpose: To provide services to the local community of Pleasant Hill, to serve as a
reference center for the general public of Contra Costa County and to serve as a
reference resource for the branch libraries. To administer the library's adult literacy '
program (Project Secqpd Chance).
FTE: 28
Level of Discretion: See Footnote.
Gross Expenditures: $ 1,989,538 '
Financing: 1,989,538 '
Net County Cost: 0
Funding Sources: Library Taxes 92.9% $ 1,848,538 '
State 3.8% 75,000
Fees 3.0% 60,000
Other .3% 6,000 '
40 ,
r
D. COMMUNITY RELATIONS
Purpose: To provide community relations, graphics and printing support for library
operations. To make the library a more visible part of each community through planned
D and proactive communications with the media and community groups, the Library
Commission, and Friends of the Library groups.
aFTE: 2
Level of Discretion: See Footnote.
aGross Expenditures: $ 198,455
Financing: 198,455
aNet County Cost: 0
OFunding Source: Library Taxes 100% $198,455
gE. SUPPORT SERVICE
Purpose: To provide various support services for the library operation including
selection and acquisition of library materials, automation services, cataloging and data
base maintenance and inter-library loans of library materials which are not owned by the
n County Library.
U FTE: 24
Level of Discretion: See Footnote.
O Gross Expenditures: $ 1,319,126
Financing: 1,319,126
Net County Cost: 0
FundingSources: Libra Taxes 98.9%
Library $1,305,126
AState 1.1% 14,000
0
r
41
PERSONNEL
FY 92-93
GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Employee Relations $ 364,094 $ 202,368 3 2
Employee & Org Dev
(Training) 39,153 39,153 0 4
Records 291,609 164,697 5.5 2
a Recruitment & Selection 622,502 332,645 10.15 2
Classification &
Compensation 528,431 286,570 9 2
Career Development
Employment Program 113,379 94,989 2 4
Pay Equity 5,890 5,890 0 3
DP/Copers/Benefits System 551,346 218,970 .75 3
Merit Board 5,016 5,016 .10
General Administration 154,211 0 0
Benefit Programs 1,571,738 48,740 9.5 3
Contra Costa Health Club 278,694 0 0 4
-------- -------- --- ---
TOTAL $4,526,063 $1,399,038 40
a
aA. EMPLOYEE RELATIONS
Purpose: To negotiate and maintain expanded memoranda of understanding
with eleven employee organizations representing thirty bargaining units.
FTE: 3
Level of Discretion: A very limited discretionary program with no precise service
levels or required means of performing tasks.
Q Gross Expenditures: $364,094
Financing: $161,726
Net County Cost: $202,368
8 Funding Sources: Expenditure Transfers 5.7% $ 20,764
Fees 38.0% $138,462
Other .7% $ 2,500
General Fund 55.6% $202,368
43
1
1
B. EMPLOYEE & ORGANIZATIONAL DEVELOPMENT
Purpose: Provides organizational and management development training and i
consultation for all County departments and outside public agencies.
FTE: 0 i
Level of Discretion: Discretionary program.
Gross Expenditures: $39,153 i
Financing: $ 0
Net County Cost: $39,153 '
Funding Sources: General f=und 100% $39,153
C. RECORDS
Purpose: Refers eligible applicants from employment lists to Countywide job i
vacancies, maintains centralized personnel records for the County, and
coordinates layoffs. i
FTE: 5.5
Level of Discretion: A very limited discretionary program with no precise service i
levels or required means of performing tasks.
Gross Expenditures: $291,609 i
Financing: $126,912
Net County Cost: $164,697 i
Funding Sources: Expenditure Transfers 4.9% $ 14 ,224
Fees 38.6% $112,688 i
General Fund 56.5% $164,697
D. RECRUITMENT & SELECTION i
Purpose: Recruit applicants for County employment, develops job-related i
selection devices and established employment lists from which employees are
hired.
FTE: 10.15 i
1
44 i
aLevel of Discretion: A verylimited discretions ry program with no precise service
alevels or required means of performing tasks.
Gross Expenditures: $622,502
O Financing: $289,857
Net County Cost: $332,645
Funding Sources: Expenditure Transfers 10.0% $ 62,258
Fees 36.6% $227,599
General Fund 53.4% $332,645
E. CLASSIFICATION & COMPENSATION
Purpose: Develops job descriptions, classifies positions into appropriate job
classifications and recommends to the Board the allocation of positions by class
a with appropriate salaries.
FTE: 9
Level of Discretion: A very limited discretionary program with no precise service
levels or required means of performing tasks.
Gross Expenditures: $528,431
Financing: $241,861
Net County Cost: $286,570
Funding Sources: Expenditure Transfers 8.7% $ 45,787
Fees 37.1% $196,074
General Fund 54.2% $286,570
F. CAREER DEVELOPMENT EMPLOYMENT PROGRAM
0 Purpose: Identifies and recruits individuals who either reside in North Richmond
or are referred from community service organizations designated by the Director
of Personnel. Following examination, individuals are placed on an employment
list for appointment to entry-level training positions for one year.
FTE: 2
Level of Discretion: A discretionary program.
45
1
Gross Expenditures: $113,379
Financing: $ 18,390 '
Net County Cost: $ 94,989
Funding Sources: Expenditure Transfers 7.0% $ 7,890 ,
Fees 9.2% $10,500
General Fund 83.8% $94,989
i
G. PAY EQUITY
Purpose: To determine which job classes should receive a salary adjustment ,
and the amount of the adjustment, in order to make the classes' pay equitable to
similar classes. Recommendations are based on a multi-year, Countywide study. ,
FTE: 0
Level of Discretion: Some discretion limited through memorandum of ,
understandings and Board of Supervisor policies
Gross Expenditures: $5,890 '
Financing: $ 0
Net County Cost: $5,890 '
Funding Sources: General Fund 100% $5,890
H. DATA PROCESSING/COPERSIBENEFITS SYSTEM ,
Purpose: Automated systems designed to facilitate more efficient and effective '
implementation of the Personnel function.
FTE: .75
Level of Discretion: Discretion varies depending on the program being ,
supported. Non-discretionary programs, such as the Benefits System, generally
have an outside funding source.
Gross Expenditures: $551,346
Financing: $332,376 '
Net County Cost: $218,970
Funding Sources: Expenditure Transfers 3.4% $ 18,911 ,
Fees 56.9% $313,465
General Fund 39.7% $218,970
46 '
I. MERIT BOARD
PP
Purpose: Provide administrative support to the Merit Board. The Merit Board
P
hears and makes determinations on appeals of employees from orders and
actions of dismissal, suspension or reduction in rank or compensation, and related
matters. The Merit Board's overall purpose is to oversee the merit system to
ensure that merit principles are upheld.
FTE: .1
Level of Discretion: Support to a program which the County has no discretion
to cut.
Gross Expenditures: $5,016
Financing: $ 0
Net County Cost: $5,016
Funding Sources: General Fund 100% $5,016
J. GENERAL PERSONNEL DEPARTMENT CHARGES TO REVENUE OFFSET
BENEFIT PROGRAMS
aPurpose: Overhead charges to benefit program for services and supplies
provided by the Personnel Department.
aFTE: 0
Level of Discretion:
aGross Expenditures: $154,211
a Financing: $154,211
Net County Cost: $ 0
Funding Sources: Expenditure Transfers 100% $154,211
eK. BENEFIT PROGRAMS
Purpose: Administer insured and self-insured medical, dental, long-term disability
and other benefit program, employee wellness and health promotion, and child
care programs.
FTE: 9.5
aLevel of Discretion: A program with some discretion for cutting, but generally
offset with outside revenues.
a
47
a
Gross Expenditures: $1,5711,738
Financing: $ '
Net County Cost: $ 4.8,740
Funding Sources: Expenditure Transfers .3% $ 4,123 '
Fees 96.6% $1,518,875
General Fund 3.1% $ 48,740
L. CONTRA COSTA CLUB
Purpose: Operation of a health and fitness facility in Martinez designed to '
expand employee physical fitness and health related activities thereby increasing
employee productivity while lowering health care and insurance costs through 1
fewer on- and off-the-job injuries, fewer Workers' Compensation claims,
decreased absenteeism, and lower turnover rates.
FTE: 0 ,
Level of Discretion: Discretionary program offset with membership fees and
dues. ,
Gross Expenditures: $278,694
Financing: $278,694 '
Net County Cost: $ 0
Funding Sources: Fees 96.6% $1,518,875 '
t
48 '
PUBLIC WORKS
aFY 92-93
GROSS NET COUNTY DISCRETION
QPROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Road Eng & Constr. $22,077,908 60,643 61 3
O Road Maintenance 18,038,586 109 3
Engineering Services 3,300,703 284,576 28 2,3
Drainage 2,392,285 205,143 60 3
Airport 8,082,696 0 16 4
Admin & Real Prop Svc 1,207,822 0 42 2,3,4
--------- ------- --- ----
--------- ------- --- ----
TOTAL $55,100,000 $550,362 316
eA. ROAD ENGINEERING & CONSTRUCTION
Purpose: Develop plans for specific road projects, obtain financing, and
construct new roads or improve existing roads, to facilitate safe, properly
regulated traffic and pedestrian movements.
FTE: 61
Level of Discretion: Program has some discretion.
Gross Expenditures: $22,077,908
Financing: $22,017,265
aNet County Cost: $ 60,643
Funding Sources: State 7.79% $1,720,921
Federal 13.85% $3,058,267
Fees .02% $5,000
Impact Fees 29.97% $6,616,436
o Other (Trans Auth) 48.09% $10,616,641
General Fund .28% $60,643
a Road Engineering & Construction program includes the following services:
1. Road Capital Improvements
2. Traffic Operations
3. Road Engineering
4. Advanced Engineering
5. Road Information and Service
49
B. ROAD MAINTENANCE '
Purpose: Maintain the County's road system at a safe and usable condition. '
FTE: 109
Level of Discretion: Program has some discretion. '
Gross Expenditures: $18,038,586
Financing: $18,038586
Net County Cost: $ 0
Funding Sources: Expenditure Transfer
(Gas Tax) 68.80% $12,410,000
State 30.38% 5,480,451
Impact Fee .22% 40,000 '
Other .60% 108,135
Road Maintenance program includes the following services: '
1. General Road Maintenance
2. Pavement Maintenance
C. ENGINEERING SERVICES '
Purpose: Provide engineering services and regulation of land development.
Engineering services include the County Surveyor function, records management, '
and computerized mapping.
FTE: 28
Level of Discretion: Land development activities have very limited discretion '
and are required to enforce state and County land use regulations. Other
services have some discretion in the manner performed and are generally offset '
with restricted project revenues, with the exception of County Base Maps,
Records, and County Surveyor.
Gross Expenditures: $3,300,703 '
Financing: $3,016,127
Net County Cost: $ 284,576 '
Funding Sources: Fees 91.38% $3,016,127
General Fund 8.62% $ 284,576 '
. 50 '
0
D
DEngineering Services program includes the following services:
1. Public Information & Assistance
D 2. Development Engineering
3. Redevelopment Agency
4. Technical Services
D
D. DRAINAGE
ePurpose: Maintain existing County and Flood Control District facilities; coordinate
the development and installation of new infrastructure to insure flood control and
drainage protection to the public.
FTE: 60
Level of Discretion: Program has some discretion.
Gross Expenditures: $2,392,285
e Financing: $2,187,142
Net County Cost: $ 205,143
a Funding Sources: Impact Fee 4.18% $ 100,068
Flood Control Dist. 87.24% $2,087,074
General Fund 8.58% $ 205,143
ro
Drainage ram activities include:
program
1. Flood Control Entity Maintenance
0 2. County Drainage Maintenance
3. Design Construction
4. Advance Engineering
5. Project Development
6. Hydrology System
A 7. Drainage Information/General Services
8. District Administration
OE. AIRPORT
D Purpose: Operation and capital development of Buchanan Field and Byron
Airports.
FTE: 16
Level of Discretion: Discretionary program totally offset with outside revenues.
51
Gross Expenditures: $8,082,696 '
Financing: $8,082,696
Net County Cost: $ 0
Funding Sources: Fees 17.44% 1,408,640 '
State .12% 10,000
Federal 75.33% 6,089,492 '
Other 7.11% 574,564
F. ADMINISTRATION & REAL PROPERTY SERVICES '
Purpose: Provide administrative support services to all of the department's '
operating divisions. Manages special districts excluding Flood Control District.
Provision of real property services to other County departments and other
jurisdictions. ,
FTE: 42
Level of Discretion: Administration primarily supports programs with some '
discretion. Real property services supports programs with some discretion,
except for services to other jurisdictions which are discretionary and fully offset '
with outside revenues.
Gross Expenditures: $1,207,822 '
Financing: $1,207,822
Net County Cost: $ 0
Funding Sources: State 11.85% $143,128 '
Federal 5.93% $71,565
Fees 70.37% $850,000 ,
Impact Fees 4.74% $57,252
Other 7.11% $85,877
52
D
OTREASURER-TAX COLLECTOR
DFY 92-93
GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Treasurer $ 473,599 $ 267,599 7.0 1
Q Tax Collections 1,649,337 662,668 21.5 1
U Business License 68,344 68,344 1.5 4
Q TOTAL $2,191,280 $ 998,611 30
DA. TREASURER-TAX COLLECTOR
DPurpose: To collect property taxes for all cities, school districts, special districts,
and County government. The Treasurer administers a comprehensive investment
program for the County and districts to ensure maximum yield on investments.
Business license fees for the County unincorporated areas are also collected.
FTE: 30
Level of Discretion: The Tax Collector is mandated by law to perform collection
of real and personal property taxes and all delinquencies and interest penalties.
DGross Expenditures: $2,191,280
Financing: $1,192,669
ONet County Cost: $ 998,611
Funding Sources: State 9.8% $214,821
Schools/Special Districts 44.6% $977,848
General Fund 45.6% $998,611
1. Treasurer
Description: The Treasurer administers a comprehensive investment
D program for the County and districts to ensure maximum yield for the
investment of all funds available to the office.
FTE: 7
DLevel of Discretion: 1, No discretion
Gross Expenditures: $473,599
Financing: $206,000
Net County Cost: $267,599
53
Funding Sources: Schools & Special District '
Fees 43.5% $206,000
General Fund 56.5% $267,599 ,
2. Tax Collection
Description: Collect all property Ytaxes. '
FTE: 21.5 '
Level of Discretion: 1, No discretion ,
Gross Expenditures: $1,649,337
Financing: $ 986,669 ,
Net County Cost: $ 662,668
Funding Sources: State 13% $214,821 '
Fees, Special Dist./
Schools 47% $771,848
General Fund 40% $662,668 ,
3. Business License ,
Description: The Business License Ordinance requires the Tax Collector
to collect a business tax fee Ito any entity engaged in any activity in the
unincorporated area.
FTE: 1.5
Level of Discretion: 4, Discretionary '
Gross Expenditures: $68,344 '
Financing: $ 0
Net County Cost: $68,344
i '
Funding Sources: The revenue venue offsett ng this program is reflected in
General County Revenue. '
54 '
0
COMMUNITY SERVICES DEPARTMENT
FY 92-93 GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
oCommunity Services
Block Grant $418,845 $0 6 3
Child Development $3,043,279 $0 121 4
Department of Energy
o (Weatherization)
$88,920 $0 2 2
o Head Start $3,986,310 $81,129 79 2
Low Income Housing
Energy Assistance
Program (LIHEAP) $527,993 $0 7 2
Pre-School Grants $861,894 $0 1 4
oStewart B. McKinney
Homeless Program $64,036 $0 0 2
oTOTAL $8,991,277 $81,129 216
oA. COMMUNITY SERVICES BLOCK GRANT
Description: To.assist communities in mobilizing their resources to combat
othe causes of poverty and improve self-sufficiency.
FTE: 6 Level of Discretion: 3, Some Discretion
oGross Expenditures: $418,845
Financing: $418,845
oNet County Cost: $0
Funding Source: CSBG (federal)
oB. CHILD DEVELOPMENT
o Description: Subsidized day care for low income children in the Richmond-
San Pablo area.
FTE: 121 Level of Discretion: 4, Optional
0 55
0
Gross Expenditures: $3,043,279 '
Financing: $3,043,279
Net County Cost: $0
Funding Source: State funds '
C. DEPARTMENT OF ENERGY PROGRAM '
Description: Weatherization and minor home repair services to eligible low- '
income County residents.
FTE: 2 Level of Discretion: 2, Very limited ,
Gross Expenditures: "$88,920 '
Financing: $88,920
Net County Cost: $0
Funding Source: State funds
D. HEAD START ,
Description: Child development services to 3-4 year old children and their
families in designated low-income areas throughout the County. ,
FTE: 79 Level of Discretion: 2, Very limited
Gross Expenditures: $3,986,310 '
Financing: $3,905,181
Net County Cost: $81,129 I
Funding Sources: Federal Head Start funds 96% $3,825,556
Expenditure transfers 2% $79,625 '
County General Fund 20/6 $81,129
E. LOW INCOME HOUSING ENERGY ASSISTANCE PROGRAM ,
Description: Weatherization and minor home repair services to eligible low-
income County residents.
FTE: 7 Level of Discretion: 2, Very limited
2.7 '
Gross Expenditures: $5 ,993
Financing: $527,993
Net County Cost: $0 '
Funding Source: State funds ,
56
0
0 F. PRE-SCHOOL GRANTS
0 Description: Subsidized day care programs
FTE: 1 Level of Discretion: 4, Optional
0 Gross Expenditures: $861,894
Financing: $861,894
0 Net County Cost: $0
Funding Source: State funds
0 G. STEWART B. MCKINNEY HOMELESS PROGRAM
0 Description: Emergency food and shelter to homeless residents.
FTE: 0 Level of Discretion: 2, Very limited
0 Gross Expenditures: $64,036
Financing: $64,036
0 Net County Cost: $0
Funding Source: State funds
0
0
0
a
D
0
0
0
0 57
0
0
HEALTH SERVICES DEPARTMENT
0FY 92-93 GROSS COUNTY DISCRETION
PROGRAM EXPENDITURES' COSTSPOSITIONSZ LEVEL
0 Hospital and Clinics' $125,422,196 $13,275,258 1,358.0 2,3,4
Contra Costa
Health Plan $42,828,643 $14,424,815 37.0 2,3
Mental Health $42,639,406 $10,078,413 145.7 2,3,4
0 Public Health $24,015,284 $9,089,256 360.7 2,4
Drug Abuse Services $7,527,397 $529,262 45.2 3,4
0 Alcohol Abuse
Services $5,659,675 $1,372,952 57.0 3,4
Environmental Health $5,582,801 $388,531 66.4 2
Detention Health $5,065,216 $4,996,994 53.3 3
Services
California Children's $4,543,164 $1,295,712 32.8 2
0 Services
TOTAL $263,283,782 $55,451,193 2,156.1
0 Less Motor Vehicle 15,900,000
License Fees
0 Net County Costs $39,551,193
0 Overmatch Summary
Health $ 6,111,548
Mental Health $ 8,441,855
Alcohol Abuse $ 1,269,114
Drug Abuse $ 430,419
0 $16,252,936
'Based on department's projections.
0 2Based on total annualized paid hours divided by 2,080.
3Excluding fixed assets.
4Includes Hospital and Clinics, CCHP, Public Health, Detention, Environmental Health and California Children's
Services.
0
59
0
A. HOSPITAL AND CLINICS (ENTERPRISE FUND 1) '
Purpose: Department-wide administration, centralized departmental support
services, operations of Merrithew Memorial Hospital and o-itpatient clinics and ,
overall coordination of the County's Emergency Medical System.
FTE: 1,358
Gross Expenditures: $125 422 196
xp ,
Financing: $112,146,938 '
Net County Costs: $ 13,275,258
Funding Sources: Medi-Care 8.2% $10,283,167 '
Medi-Cal 19.4% 24,278,099
Private Pay/Insurance 2.4% 2,995,932
Other HS Divisions 35.7% 44,835,570
Other 23.7% 29,754,170
County General Fund 10.6% 13,275,258
1. Hospital and Outpatient Clinics
Description: ,
a. Hospital - Inpatient care is provided at Merrithew Memorial Hospital, 174-
bed general acute care facility. Merrithew provides a full range of ,
diagnostic and therapeutic services including medical, surgical, intensive
care, emergency, prenatal/obstetrical, rehabilitation and geriatric
services. Ancillary services include pharmacy, laboratory, radiology, ,
occupational therapy, physical therapy, EEG and EKG. The medical
staff is composed of 50 family practice physicians and 70 specialty
physician consultants.
b. Outpatient Clinics - Outpatient medical care is provided in Martinez,
Pittsburg, Richmond and Concord. Programs include family practice,
urgent care, pre- and post-natal, pediatrics and Well Baby, obstetrics and
gynecology, optometry, dental, orthopedics, plastic surgery, arthritis and
low back, neurology, urology, dermatology, ENT, geriatric and AIDS S
services.
FTE: 1307.2 Discretion Level: 2, Very limited
Gross Expenditures: $119,922,196
Financing: $111,546,938
Net County Costs: $ 8,375,258
Funding Sources: Medi-Cal, Medicare, Private Pay, Insurance, HMO, grants, '
County General Fund.
60
2. Emergency Medical Services
O Description: This program provides overall coordination of Contra Costa's
Emergency Medical System. It r9gulates emergency ambulance services and
the County's trauma system, establishes prehospital treatment protocols and
e certifies prehospital personnel, approves and monitors paramedic programs and
first-responder defibrillation programs, provides planning and coordination of
medical disaster response, and reviews interfacility patient transfers.
aFTE: 9.5 Discretion Level: 2, Very limited
Gross Expenses: $600,000
Financing: $600,000
Net County Cost: $ 0
DFunding Sources: SB-12 and EMS grants.
3. Non-Distributed Charges from Other County Funds
DDescription: This segment of EF I includes non-distributed costs for long-term
interest, general liability, County Counsel, Auditor-Controller, Central County
a Personnel, and General Services overhead charges.
FTE: 0 Discretion Level: 4, Optional
Gross Expenditures: $3,400,000
Financing: $ 0
Net County Cost: $3,400,000
a FundingSource: Count General Fund
Y
0 4. Department-Wide Administration
Description: This section includes non-distributed cost of the Office of the
Director, Health Services Personnel, Payroll, Stores and the Contracts and
Grants Unit.
aFTE: 41.3 Discretion Level: 3, Some Discretion
Gross Expenditures: $1,500,000
a Financing: $ 0
Net County Cost: $1,500,000
aFunding Source: County General Fund
8
61
0
B. CONTRA COSTA HEALTH PLAN (ENTI_RPRISE FUND II)
Purpose: The Contra Costa Health Plan is a County-operated prepaid health
plan available to Medi-Cal and Medi-Care recipients, employees of participating
private and governmental employers and individual members of the general
public. '
FTE: 37
Gross Expenditures: $42,828,643 '
Financing: $28,403,828
Net County Costs: $14,424,815
Funding Sources: Medi-Gare 6.0% $2,553,483 '
Medi-Cal 29.9% 12,824,787
Other 22.4% 9,603,485 '
Realignment 8.0% 3,422,073
County General Fund 33.7% 14,424,815
1. Aid to Families with Dependent Children Members ,
Description: The Aid to Families with Dependent Children (AFDC) Product Line '
serves Contra Costa residents who qualify for Medi-Cal through the Public
Assistance and Medically Needy Only categories of the Aid to Families with '
Dependent Children program. Instead of Medi-Cal cards and stickers, the
member receives a CCHP card and CCHP provides and arranges for all his or
her health needs. 90% of all Medi-Cal enrollees are included in this product
line.
FTE: Not Applicable. Discretion Level: 3, Some Discretion
Gross Expenditures: $10,572,193 '
Financing: $10,433,732
Net County Costs: $ 138,461
Funding Sources: State Medi-Cal, County General Fund
2. Other Medi-Cal (non-crossover) Members
Description: This product line includes all Contra Costa Medi-Cal eligibles,
other than AFDC, who choose CCHP as their medical provider instead of using
the Medi-Cal fee-for-service provider network. Medi-Cal categories include
OAS (persons aged 65 and over), Aid to the Totally Disabled, and Aid to the ,
Blind. The member receives a CCHP card and CCHP provides or arranges for
all his or her health service needs. This segment represents less than 8% of
total Medi-Cal enrollees. ,
FTE: Not Applicable Discretion Level: 3, Some Discretion
62 '
D :
DGross Expenditures: $2,278,558
Financing: $1,638,241
DNet County Costs: $ 640,317
Funding Sources: State Medi-Cal, County General Fund
D3. Medicare and Crossovers
D Description: This product line serves Contra Costa senior residents who are
covered under Medicare and who choose CCHP as their medical insurer. In
addition to the basic Medicare coverage under this program, there are various
D Senior Health Plans to reduce the member's medical expenses for those
services not covered by Medicare, particularly prescription drugs. This category
also includes crossovers; i.e., members who are eligible for both Medicare and
DMedi-Cal programs.
FTE: Not Applicable Discretion Level: 3, Some Discretion
DGross Expenditures: $3,785,815
Financing: $4,360,774
DNet County Costs: ($ 574,959)
Funding Sources: Medicare Cost Reimbursement Reports, Senior
D Health Premiums, and an array of Medi-Cal
capitation rates for crossovers.
D4. Commercial Groups
Description:
Da) The "County Employees" plan enrolls employees of Contra Costa County
and their eligible dependents.
Db) The "Other Groups" pian consists of various medical programs directed at
small and large businesses on a group basis.
Dc) The "Individual' plan directs medical coverage availability toward individuals
and families. This coverage provides comprehensive health benefits from
physical check-ups to major health problems. There is an array of benefits,
premiums and co-payments depending on the plan chosen. Premiums are paid
by the members or their employers.
DFTE: Not Applicable Discretion Level: 3, Some Discretion
Gross Expenditures: $7,969,128
Financing: $8,362,974
Net County Cost: $( 393,846)
DFunding Source: Premiums
D63
5. Basic Adult Care (BAC) Program '
Description: This program is designed to provide needed medical care to the '
formerly State-sponsored Medically Indigent Adult residents of Contra Costa
County. It offers limited health benefits compared to other groups. Services
are primarily provided at Merrithew Memorial Hospital and County-operated ,
medical and mental health clinics, although patients are referred to outside
providers when necessary.
FTE: Not Applicable Discretion Level: 2, Very limited '
Gross Expenditures: $18,222,949
Financing: $ 3,608,107 '
Net County Cost: $14,614,842
Funding Sources: Realignment Sales Tax, County General Fund ,
C. MENTAL HEALTH
Purpose: To assist people in dealing with various mental health problems. ,
Gross Expenditures: $42:,639,406 '
Financing: $32,560,993
Net County Costs: $10,078,413
FundingSources: Charges to Departments 3.6% $1 529 432 '
9 P >
Medicare 8.5% $3,633,837 ,
Medi-Cal 10.7% $4,558,575
Private Pay/Insurance 2.3% $975,646
Mental Health Grants 8.0% $3,414,165 '
Realignment Funds 42.7% $18,181,932'
Other 0.6% $267,406
County General Fund 23.6% $10,078,413
Realignment funds are included in the net county costs of the programs below.
1. Central Administration i
Description: Functions include personnel administration, staff development and '
training, procuring services and supplies, physical plant operations, contract
negotiations and administration, program planning, development of policies and
procedures, preparation of grant applications and Requests for Proposals, '
monitoring service delivery and client complaints, utilization review and quality
assurance, computer system management, and interagency coordination.
FTE: 26.9. Discretion Level: 4, Optional '
64 ,
QGross Expenditures: $2,600,004
Financing: $0
ONet County Costs: $2,600,004
Funding Source: County General Fund
u2. Outpatient Mental Health Crisis/Emergency Service
O Description: Outpatient clinic crisis intervention, psychiatric diagnostic
assessment, medication, emergency treatment, screening for hospitalization,
and intake, disposition planning, and placement/referral services.
aFTE: 1.4. Discretion Level: 2, Very limited
Gross Expenditures: $3,446,841
0 Financing: $1,349,383
Net County Costs: $2,097,458
O Funding Sources: Medi-Cal, Medicare, HMO, Private Pay/insurance
and County General Fund
a3. Institute for Mental Disease (IMD) Care
Description: Skilled Nursing Facility (SNF) care providing moderate to long-
term psychiatric treatment in a locked ("L" facility) setting for clients who have
been discharged from acute hospital care. Includes, for some clients,
augmented services to teach living skills needed to make the transition from
ainstitutional care to more independent (and less costly) settings.
FTE: 0 Discretion Level: 2, Very limited
Community Based Organization Contracts:
a 1. Crestwood Hospitals
2. Westwood
3. Harbor Hills
Gross Expenditures: $3,265,479
Financing: $ 538,144
aNet County Costs: $2,727,335
Funding Sources: SSI/SSP, Patient Share of Cost and County General Fund
O4. State Mental Hospital Care
Description: Long-term, psychiatric inpatient care at Napa, Patton, and
Camarillo State Hospitals for adults, adolescents, and children who require
structured treatment and are too severely mentally disabled to be handled in a
less restrictive setting.
FTE: 0 Discretion Level: 2, Very limited
O65
Gross Expenditures: $7,863,460 ,
Financing: $0
Net County Costs: $7,863,460 '
Funding Source: County General Fund
5. Local Hospital Inpatient Services •• 1 and J Wards '
Description: Acute inpatient psychiatric care at Merrithew Memorial Hospital, '
including geriatric care, involuntary evaluation and short-term treatment for
seriously and persistently mentally ill clients who may be a danger to
themselves or others. '
FTE: 0 Discretion Level: 2, Very limited
Gross Expenditures: $8,225,145 '
Financing: $5,155,382
Net County Costs: $3,069,763
Funding Sources: Medi-Cal, Medicare, HMO, Private Pay/Insurance and '
County General Fund.
6. Adult Services ,
Description:
a. Psychiatric Inpatient Care for Jail Inmates - Acute inpatient care in Alameda
County facility for inmates who are too ill to be cared for in Contra Costa '
County facilities.
b. Crisis/Transidonal/Supervised Residential Care - Short-term, crisis '
residential treatment for clients who can be managed in an unlocked,
therapeutic, group living setting and who need 24-hour supervision and ,
structural treatment for up to 30 days to recover from an acute psychotic
episode; this service can be used as a short-term hospital diversion program to
reduce the length of hospital stays. This category also includes 24-hour '
supervised residential care and semi- supervised independent living services to
increase each client's ability to learn independent living skills and to transition
("graduate") from more restrictive! levels of residential supervision to less '
restrictive (i.e., more independent) living arrangements, including Board and
Care facilities.
c. Outpatient Clinic Treatment and Outreach Services - Scheduled outpatient
clinic services, including psychiatric diagnostic assessment, medication, short-
term individual and group therapy, and collateral support services for seriously
and persistently mentally ill (SPNIi) clients and their families with acute and/or
severe mental disorders. Also includes community outreach services not
related to a registered clinic patient. ,
66
Dd. Case Management Services - Case managers provide screening,
assessment, evaluation, advocacy, placement and linkage services. Also
included are system support services that are unrelated to any particular client.
e. Habilitative/Intensive Day Treatment & Socialization/Vocational Services
Programs - Organized therapeutic treatment and activity programs (less than 8
hours per day) for adults who are recovering from a psychotic episode and who
need training in socialization and independent living skills.
af. Outreach/Advocacy Services - Drop-in Centers assist the homeless mentally
disabled to secure information, counseling, transportation, clothing, financial
benefits, and housing; Case Management is also provided at the centers. The
Vocational Outreach/Administration Service develops vocational contracts and
provides administrative services to support pre-vocational training for mentally
disabled adults in West County. The Consumer Self-Help Network provides
development, promotion, and financial support for former and current users
(consumers) of mental health system services through self-help groups, peer
Q support groups, advocacy, and a newsletter.
FTE: 55.6 Discretion Level: 3, Some Discretion
DCommunity Based Organization and Other Contracts
1. MH Consumer Concerns
O2. Residential Care SB 155
3. 24-571 Phoenix Programs
4. Housing for Independent People
5. Many Hands
6. Rubicon
7. Alameda County
Gross Expenditures: $8,330,254
Financing: $3,331,874
Net County Costs: $4,998,380
D Funding Sources: Medi-Cal, Medicare, HMO, Private Pay/Insurance and
County General Fund
a7. Child and Adolescent Services
Description:
a. Local Institutional/Hospital Care. Acute psychiatric inpatient treatment for
children and adolescents is provided in private institutions in order to avoid
placing minors in the same psychiatric wards as adults at Merrithew Memorial
Hospital. In the County's Juvenile Justice Facilities, a multi-disciplinary team of
0 Mental Health Division staff provides crisis intervention, assessment, testing
consultation and brief treatment.
a67
b. Out-of-Home Residential Care/Treatment Service Programs. Structured
residential therapeutic treatment service programs for seriously emotionally
disturbed (SED) children and adolescents, providing individual, group and family
therapy.
c. Intensive Day Treatment Services. Therapeutic treatment, educational and
activity programs (less than 8 hrs/day) for children/adolescents who have '
behavioral/emotional disorders or are seriously emotionally disturbed (SED),
psychosocially delayed or "at high risk".
d. Outpatient Clinic Treatment and Outreach Services. Outpatient clinic ,
school-site and in-home services, including psychiatric diagnostic assessment,
medication, therapy, collateral support and crisis intervention services for
seriously emotional disturbed (SED) children and adolescents and their families.
e. Child/Adolescent Case Management Services. Case managers provide i
screening, assessment, evaluation, advocacy, placement and linkage services
to assist children and adolescents in obtaining continuity of care within the
mental health, health care and social service systems. Community and school- '
based prevention and advocacy programs provide community education,
resource development, parent training, workshops and development of ongoing
support/advocacy/action groups. '
FTE: 50.1 Discretion Level: 3, Some Discretion
Community Based Omanization Contracts '
1. CHD (Prevention) '
2. La Cheim School
3. Child & Family Therapy
4. 24-309 Early Childhood '
5. La Cheim Residential Treatment Centers
6. Richmond School District
7. Antioch School District '
8. Byron School District
9. Oakley School District
10. We Care ,
11. Lynn Day/We Care (CCARC)
12. New Pittsburg School District
13. Walnut Creek Hospital '
14. Seneca Center
15. New Napa County Human Services
16. New First Hospital Vallejo
17. YMCA
68
aGross Expenditures: $5,674,586
Financing: $2,068,870
Net County Costs: $3,605,716
Funding Sources: Medi-Cal, HMO, Private Pay/Insurance and County
General Fund
8. Geriatric Services
aDescription:
a. Community Client Outreach Services - Community-based services for older
adults: including in-home assessments; crisis intervention; resource
coordination; supportive counseling and therapy; development of support
groups for older men, older women, caregivers and family members; and
information, referral, advocacy, and placement services.
b. Skilled Nursing Facility Care - For older adults who require intensive
psychiatric rehabilitation and treatment in a locked facility following acute
psychiatric hospitalization.
aFTE: 4.8 Discretion Level: 3, Some Discretion
Community Based Organization Contract
Telecare (302F)
aGross Expenditures: $2,047,043
Financing: $1,124,922
Net County Costs: $ 922,121
Funding Sources: Medicare, Medi-Cal Private Pa /insurance, SAMHSA
grant funds and County General Funds.
9. Special Client Services
Description: For special client populations or target groups of children and
adults with special needs.
a. Mentally Disordered Offenders - State-funded "Conditional Release"
0 Program providing mental health services to criminal justice offenders who are
on parole.
b. Services for the Hispanic Community in West County - Community
Outpatient Clinic and Outreach Services primarily for Latino, Hispanic, and
other Spanish-speaking adults, children and families.
69
c. Foreign Language and Hearing Impaired Interpretation. Foreign language '
interpreters and sign language interpreters to assist the County staff in
providing crisis intervention, inpatient hospital and outpatient clinic treatment
services. '
d. Patients' Rights and Advocacy Services - Patients' rights advocacy and
training services, including the provision of information to voluntary and '
involuntary psychiatric patients who have been hospitalized. Includes
representation and advocacy services at hearings for hospitalized adults and '
minors.
e. Crisis and Suicide Intervention Services - Crisis and grief counseling '
services county-wide, including a 24-hour telephone service and community
education.
FTE: 6.9 Discretion Level: 3, Some Discretion '
Communitv Based Organization Contracts '
1. Board & Care Homes
2. Life Support (various)
3. Many Hands
4. Rubicon
5. Phoenix Programs '
6. Bi-Bett
7. MH Consumer Concerns
8. Center for New Americans
9. CC Suicide Prevention
10. Deaf Counselling Advocacy
11. Desarrollo Family '
12. Asian Community MH
Gross Expenditures: $1,186,594
Financing: $ 810,486
Net County Cost: $ 376,108
FundingSources: State Conditional Release Program contract and Substance
9
Abuse, Alcohol, Mental Health Services Administration '
(SAMHSA) funds and County General Funds.
D. PUBLIC HEALTH DIVISION '
Purpose: To promote, improve and protect the health of the residents of Contra Costa
County through the identification and control of diseases and removal of the causes of '
the diseases.
1
70
a
DGross Expenditures: $24,015,284'
Financing: $14,926,028
Net County Costs: $9,089,256
Funding Sources: Expenditure Transfers 7.6% $1,813,5392
Federal/State PH Assistance 34.0% $8,154,518
Other Public Health Fees 20.2% $4,853,231
Other 0.4% $104,740
County General Fund 37.8% $9,089,255
Includes $1,813,539 in transferred expenditures not assigned to programs below.
aZNot assigned to programs below.
1. Conservatorship/Guardianship
Description: The program has responsibility for controlling the financial affairs
and daily support coordination of clients who are mentally ill, frail elderly or
a otherwise deemed to be incapable of caring for themselves in these areas. The
Public Conservator is mandated by State Law and the Public Guardian is
responsible to the Board of Supervisors in the performance of these duties.
a Fees for some of the services can be charged to estates and individuals or
awarded by the courts to partially offset the costs of providing services.
Additionally, the program collects court-ordered conservatorship-related fees on
behalf of other county departments.
FTE: 20.4 Discretion Level: 2, Very Limited
a Net Expenditures: $1,285,984
Financing: $ 175,389
Net County Cost: $1,110,595
AFunding Sources: Court-ordered Conservatorship Fees, Probate Code bond
fees, Welfare and Institutions Code Section 8009 interest,
Forensic Mental Health, State Hospital patient liability,
Institute for Mental Disease liability, Money Management
Project, court-ordered County Counsel fees, Probation
Department fees (Probate investigator) and County
General Fund.
2. Public Health Grants
D Description: The programs within this section include Vital Registrations, Senior
Nutrition, Tobacco Control, Prevention Program, Violence Prevention, Maternal,
Child & Adolescent Health (MCAH), School Dental Program, Child Health and
Disability Prevention (CHDP), Early & Periodic Screening, Diagnosis, and
Treatment (EPSDT), Black Infant Health, High Risk Infant and the Women,
Infants and Children (WIC) supplemental feeding program.
FTE: 114.1 Discretion Level: 2, Very Limited
71
Net Expenditures: $6,488,329 '
Financing: $5,010,409
Net County Cost: $1,477,920
Funding Sources: Federal and State grants, Inter-departmental charges to
Social Service Department for Senior Nutrition, Burial '
Permit fees, Birth and Death Certificate
fees,Miscellaneous State subventions for 314 (d), Public
Health, Immigration Reform and Control Act and County
General Fund,
3. George Miller Centers
Description: The centers provide services to developmentally disabled citizens
of Contra Costa County at sites in West and Central County. Clients range '
from infants, in both nursery and in-home settings, to seniors.
FTE: 43.3 Discretion Level: 4, Optional
Net Expenditures: $2,006,050 '
Financing: $1,927,328
Net County Cost: $ 78,722 '
Funding Sources: State Developmental Disabilities (through the Regional
Center of the East Bay), leasing of space, therapy pool '
usage and County General Fund.
4. Communicable Disease Control '
Description: This program works to prevent and control the spread of ,
communicable diseases through health education, epidemiological surveillance
and investigation, laboratory examinations, and the isolation of infectious
persons when necessary to protect the public, and referring contacts for
prophylactic treatment. These functions are carried out by the Acute
Communicable Disease (ACD) section and the Public Health Laboratory.
Consultation is provided to physicians on the prevention and control of '
communicable diseases, and attempts are made to terminate and prevent
further outbreaks as well as to reduce the incidence of all communicable
disease. The AIDS Program, in response to the epidemic in Contra Costa '
County, provides administration and program support services, prevention and
education programs, epidemiology and testing services and client services for
people with AIDS or ARC. '
FTE: 78.9 Discretion Level: 2, Very Limited
72
Net Expenditures: $5,289,146
Financing: $2,842,999
Net County Cost: $2,446,147 .
Funding Sources: Federal and State Grants, Client fees, Medicare, Medi-Cal
and other third-party payors, billings for laboratory
services and County General Fund.
O5. Public Health Clinical Services
Description: This section provides staffing, administration and management for
all clinical services provided under the Public Health Division. These clinics
include Child Health Screening (CHDP/EPSDT), Family Planning, Teenage
Clinics, Tuberculosis (TB), Sexually Transmitted Diseases (STD),
Immunizations, and Employee Occupational Health.
FTE: 49.5 Discretion Level: 2, Very Limited
Net Expenditures: $3,470,212
Financing: $ 911,674
QNet County Cost: $2,558,538
Funding Sources: State fees, Medi-Cal, charges to employers, private pay,
apatient co-pay and County General Fund.
6. Home Health Agency
Description: The Agency provides physician-prescribed services in the home to
essentially home-bound patients. Services are provided to both short term,
acutely ill, and long term, more chronically ill, patients. Services include
restoration, health maintenance and health promotion for individuals accepted
for care who must meet financial and medical eligibility guidelines for the
a Medicare and State Medi-Cal insurance programs.
FTE: 54.5 Discretion Level: 4, Optional
a Net Expenditures: $3,662,024
Financing: $2,244,690
Net County Cost: $1,417,334
Funding Sources: Medicare, Medi-Cal, Contra Costa Health Plan, Kaiser,
other third-party payors and County General Fund.
E. DRUG ABUSE SERVICES
ePurpose: To reduce the incidence and prevalence of drug abuse through prevention,
intervention and treatment/recovery services.
0
73
Gross Expenditures: $7,527,397 '
Financing: $6,998,135
Net County Costs: $529,262 '
Funding Sources: Medi-Cal 8.8% $663,860
Drug Abuse Grants 81.5% $6,131,111
Fines and Fees 1.2% $93,043
Other 1.5% $110,121
County General Fund 7.0% $529,262 '
1. Drug Abuse Administration
Description: Management of all drug abuse and combined services, funds and
programs. Oversees county-wide! service delivery system, including budgeting,
program planning and evaluation, contract development and processing, and '
other mandated services.
FTE: 7.9 Discretion Level: 4, Optional
Community Based Organization Contract
CAL Research ,
Gross Expenditures: $736,227
Financing: $486,135 '
Net County Cost: $250,092
Funding Sources: Federal Block Grants, State Allocation, Federal HIV, '
Vehicle Code and Driver Fines, Indirect Cost for Special
Programs and County General Fund. '
2. Prevention and Intervention
Description: Prevention programs provide group support and educational '
services to students, teachers, families and the general public. Intervention
services consist of individual and group counseling and relapse prevention for ,
persons completing the program..
FTE: 3.3 Discretion Level: 3, Some Discretion
Community Based Organization Contracts
1. BAART
2. Center for Human Development
3. New Connections ,
4. Pittsburg Boys Club
5. REACH
6. WCC Youth Services '
7. SRVD
74
8. Family Stress
9. New Perspectives
0 Gross Expenditu.-es: $929,941
Financing: $833,177
ONet County Cost: $ 96,764
Funding Sources: Federal Block Grant, State Allocation and County
General Fund.
3. Non-Residential Programs
aDescription: Drug recovery services for persons whose use of drugs is
compulsive and out of control, or for persons at risk of addiction. Services
D include individual and group counseling and relapse prevention.
FTE: 14.5 Discretion Level: 3, Some Discretion
oCommunity Based Organization Contracts
1. BAART
a2. New Connections
3. Pittsburg Boys Club
a 4. REACH
5. SRVD
Gross Expenditures: $1,052,076
Financing: $1,035,796
Net County Cost: $ 16,280
eFunding Sources: Federal Block, Federal HIV, Drug Medi-Cal, State
Allocation, Client Fees and County General Fund.
4. Residential Services Program
Description: 90-day detoxification and recovery services for men, women and
adolescents. Services include individual and group counseling, social and
recreational activities, and assistance in obtaining health, social services,
vocational training and other public community services.
FTE: 10 Discretion Level: 3, Some Discretion
Community Based Organization Contracts
1. Thunder Road
2. Sunrise House
3. Bi-Bett
75
Gross Expenditures: $752,674 ,
Financing: $667,452
Net County Cost: $ 85,222
Funding Sources: Federal Block, Federal HIV, Client Fees, State Allocation ,
and Country General Fund.
5. Methadone Maintenance Program '
Description: Outpatient methadone maintenance of opiate dependent adults, ,
especially persons at risk of contracting or spreading HIV infection through IV
drug use. Includes services for pregnant addicts. '
FTE: 0 Discretion Level: 3, Some Discretion
Community Based Organization Contracts
1. BAART
2. Cal Detox
Gross Expenditures: $639,396
Financing: $599,400 ,
Net County Cost: $ 39,996
Funding Sources: Drug Medi-Cal and County General Fund. '
6. Special Programs
Description: The Department administers several time-limited Federal and '
State special initiatives and projects including Options for Recovery, the Office
of Treatment Improvement, OSAP Born Free, OSAP Drug Free Contra Costa, ,
Waiting Period Reduction, Perinatal Substance Abuse Treatment and BASN
project.
FTE: 9.5 Discretion Level: 3, Some Discretion '
Community Based Organization and Other Contracts
1. Tri-County Women ,
2. East Bay Perinatal Council
3. Sunrise House
4. Bi-Bett Corp.
5. CHD '
6. Cal Research
7. San Ramon Valley Com.
8. Org. for Youth Services ,
9. United Way/Opportunity West
10. City of Concord
11. United Way/Delta 2000 '
12. Nationall Black Alcoholism
76
13. Pittsburg Boys' Club
14. CAL Research
a 15. Neighborhood House
16. Family Stress
17. CC Child Care Council
D 18. East County Detox
19. BAART
O Gross Expenditures: $3,417,083
Financing: $3,376,175
Net County Cost: $ 40,908
OFunding Sources: Federal and State grant funds and County General Fund.
aF. ALCOHOL ABUSE SERVICES
Purpose: To provide counseling services for individuals having problems with alcohol,
atheir families, and for persons convicted of driving under the influence of alcohol.
Gross Expenditures: $5,659,675
a Financing: $4,286,723
Net County Costs: $1,372,952
OFunding Sources: Expenditure Transfers 11.6% $654,400
Medi-Cal 0.5% $32,570
Alcohol Program Grants 39.7% $2,301,870
Alcohol Fines and Fees 23.7% $1,338,781
Other 0.2% $11,400
County General Fund 24.3% $1,372,952
1. Alcohol Administration
aDescription: Management of all alcohol funds and programs. Oversees county-
wide service delivery system including budgeting, program planning and
evaluation, contract development and processing, drinking driver program and
other mandated services.
FTE: 3.1 Discretion Level: 4, Optional
Gross Expenditures $298,159
Financing: $286,774
Net County Cost: $ 11,385
Funding Sources: Federal Block, State Allocation, Vehicle Code, Driver
Fines and County General Fund
77
2. Prevention and Intervention ,
Description: Prevention programs provide group support and educational
services to students, teachers, families and the general public. Intervention '
services consist of individual and group counseling and relapse prevention for
persons completing this program.
FTE: 2.7 Discretion Level: 3, Some Discretion '
Community Based Organization Contracts '
1. Alcoholism Council
2. Bi-Bett '
3. CHD - Prevention
4. CHD - Neat
5. East County Detox '
Gross Expenditures: $599,961
Financing: $557,148
Net County Cost: $ 42,813
Funding Sources: Federal Block, State Allocation, Vehicle Code Fines and
County General Fund.
3. Non-Residential Programs '
Description: Alcohol recovery services for persons whose use of alcohol is
compulsive and out of control, or for persons at risk of addiction. Services '
include individual and group counseling and relapse prevention.
FTE: 8.1 Discretion Level: 3, Some Discretion
Communitv Based Organization and Other Contracts
1. Napa County ,
2. Solano County
3. New Perspectives
4. Dept. of Rehabilitation ,
Gross Expenditures: $555,051
Financing: $538,858 '
Net County Cost: $ 16,193
Funding Sources: Federal Block, Drug Medi-Cal, State Allocation, Client ,
Fees and County General Fund.
4. Residential Services Program '
Description: Detoxification and recovery services for men, women and '
adolescents. Services include individual and group counseling, social and
78
recreational activities and assistance in obtaining health, social services,
vocational training and other public community services.
aFTE: 0 Discretion Level: 3, Some Discretion
Community Based Organization Contracts
a1. Bi-Belt
2. East County Detox
a 3. Neighborhood House
4. Sunrise House
5. Tri-County Women
a6. Thunder Road
Gross Expenditures: $2,201,366
a Financing: $1,239,670
Net County Cost: $ 961,696
a Funding Sources: Federal Block, Driver Fines, Client Fees, State Allocation
and County General Fund.
5. Drinking Driver Program
Description: Individual and group counseling to people convicted of driving
under the influence of alcohol.
FTE: 29.5 Discretion Level: 3, Some Discretion
Gross Expenditures: $1,350,738
Financing: $1,009,873
Net County Cost: $ 340,865
a FundingSources: Client Fees and Count General Fund
Y
6. General Assistance Alcohol and Drug Diversion Services
Description: Outpatient crisis counseling, telephone intervention, individual and
group counseling and referral services for chemically dependent General
Assistance recipients.
aFTE: 13.6 Discretion Level: 4, Optional
Gross Expenditures: $654,000
0 Financing: $654,000
Net County Cost: $0
Funding Sources: Charges to Social Service Department (100% County
General Fund Cost)
79
a
G. ENVIRONMENTAL HEALTH DIVISION ,
Purpose: To minimize or eliminate disease transmission and to preserve the
environmental quality of Contra Costa County; clean-up of toxic wase spills and '
identification of the responsible parties.
Gross Expenditures: $5,582,801' '
Financing: $5,194,270
Net County Costs: $388,531
Funding Sources: Expenditure Transfers 0.06°x6 $3,2002 '
Inspection Fees and Other EH 92.98% $5,191,070
County General Fund 6.96% $388,531 '
'Includes $3,220 in transferred expenditures not assigned to programs below.
ZNot assigned to programs below. '
1. Hazardous Materials Program
Description:
a. Household Hazardous Waste - County-wide collection, recycling and/or '
disposition of household hazardous waste. Residents can bring their household
hazardous wastes to designated .sites on specified weekends at no cost.
b. Emergency Response Program -This program provides an emergency '
response unit under the control of a Hazardous Materials Specialist 24 hours '
per day, 7 days per week, for the identification and characterization of unknown
substances and for risk assessment and oversight of spill clean up (if
requested) for all responders (police, CAP or fire departments) in Contra Costa '
County.
c. Hazardous Waste Generator Program - Enforcement, education and
consultation to over 1,100 hazardous waste generators for compliance with
Federal and State laws and regulations. Surveillance activities to assure a safe
environment for Contra Costa workers and residents.
d. Hazardous Materials AB 2185 Program - Review and dissemination of
hazardous materials management plans from 1,340 businesses. Inspection of '
businesses to ensure their compliance with their hazardous materials
management plans and State and Federal laws and regulations.
e. Underground Tanks Program - Inspection and permitting of over 1,600
underground tanks in Contra Costa County to protect soil and groundwater from
contamination by hazardous materials. '
f. Risk Management and Prevention Program (RMPP) - Prevention of chemical ,
accidents by identifying and correMing potential causes; preparation for
80 '
emergency response to chemical accidents including public notification and
protection in the event of an accident.
aFTE: 30.8 Discretion Level: 2, Very limited
Net Expenditures: $2,935,527
e Financing: $2,736,996
Net County Cost: $ 198,531
O Funding Sources: Hazardous Waste Generator fees, business fees, permit
fees and County General Fund.
a2. General Programs
Description:
aa. Household Solid Waste - Inspection and permitting of all transfer stations
and landfills in the County.
ab. Medical Waste Program - Registration and permitting of specified medical
waste generators, treatment facilities, storage and transfer facilities and haulers.
Ac. Vector Control Programs - Investigation of rodent complaints and inspection
of sources of known vector production. Inspection and poisoning of sewers and
waterfronts; pest and rodent control education; skunk trapping and disposal.
d. Land Development Programs - coordination of efforts in the collection,
treatment and disposal of liquid wastes; bacteriological inspection and
monitoring of small public water supplies; inspection and permitting of water
wells.
0
e. Consumer Protection Programs - inspection of retail food facilities, schools
0 and institutions to ensure that food is protected against contamination by
disease and chemical agents; inspection of public swimming pools,
beaches,camps and natural bathing places.
aFTE: 35.6 Discretion Level: 2, Very limited
Gross Expenditures: $2,644,074
Financing: $2,454,074
Net County Cost: $ 190,000
Funding Sources: Inspection fees, annual permit/license fees and County
General Fund.
H. DETENTION FACILITY PROGRAMS
Purpose: To provide medical and mental health services to inmates of the County
adult detention facilities.
81
Net Expenditures: $5,065,216 '
Financing: $68,222
Net County Costs: $4,996,994
Funding Sources: Realignment 1.3% $68,222 '
County General Fund 98.7% $4,996,994
1. Detention Facility Mental Health Services Program
Description: Provides assistance to the Sheriffs Department in the '
identification and management of the mentally ill in the County's main detention
facility. Services include behavior management, crisis counseling, and brief
therapy for the more severely disordered inmates. Program staff are also '
available to Sheriffs staff for consultation and training.
FTE: 10.8 Discretion Level: 3, Some Discretion '
Gross Expenditures: $667,879
Financing: (Realignment) $ 68,222 ,
Net County Cost: $599,657
Funding Sources: Realignment and County General Fund. ,
2. Detention Facility Medical Services Program
Description: Provides all primary care medical services for inmates in the ,
County's detention facilities, including diagnostic testing, treatment, nursing
care, obstetrical, dental and other services. Surgery is provided Merrithew '
Memorial Hospital.
FTE: 42.5 Discretion Level: 3, Some Discretion
Gross Expenditures: $4,397,337 ,
Financing: $0
Net County Cost: $4,397,337 ,
Funding Source: County General Fund
I. CALIFORNIA CHILDREN'S SERVICES
Purpose: To provide medical rehabilitation services to eligible children with serious '
rP P 9
illness and/or physical disabilities, when their parents cannot afford the entire cost of '
care.
t
82
0
0 Gross Expenditures: $4,543,164
Financing: $3,247,452
Net County Costs: $1,295,712
Funding Sources: Realignment 16.4% $743,085
Federal/State CCS Assistance 54.4% $2,473,283
Other 0.7% $31,084
County General Fund 28.5% $1,295,712
0 Description: This program provides for the habilitation or rehabilitation of
children with specific handicapping conditions, in need of specialist care and
0 whose families are unable, wholly or partially, to pay for the required care. The
program currently serves over 1,600 qualified handicapped children.
Approximately 40% of these children are covered by the Medi-Cal program and
0 receive case management services from CCS staff. The case management
functions that CCS staff provide help insure that appropriate medical care and
equipment are provided to the clients. Children with neuromuscular handicaps
0 are assigned to clinic teams in one of the Medical Therapy Units (MTU). These
teams consist of physicians, physical and occupational therapists as well as
appropriate school staff.
OFTE: 32.8 Discretion Level: 2, Very Limited
Funding Sources: State CCS Program, State CCS for Medi-Cal
Administration, State realignment, contracts with parents
for share of cost (when possible) and County General
Fund.
0
0
0
0
0
0
A
0
83
0
a
PRIVATE INDUSTRY COUNCIL
a
FY 92-93 GROSS NET COUNTY DISCRETION
aPROGRAM EXPENDITURES COSTS POSITIONS LEVEL
0 Chevron Summer
Youth $30,000 $0 11' 2
JTPA Employment/
0 Training $4,662,504 $0 11 1
Small Business
QDevelopment $16,551 $0 12 2
Women's Advisory
Committee $5,575 $5,575 .05 4
D
aTOTAL $4,714,630 $5,575 23.05
'Limited Term
2Permanent Intermittent
aA. PRIVATE INDUSTRY COUNCIL
Purpose: To administer the Job Training Partnership Act (JTPA) of 1982 by
providing job training or re-training programs to disadvantaged and unemployed
youths and adults of Contra Costa County, excepting the City of Richmond
which administers its own JTPA program. To provide private sector employers
with job-ready and qualified individuals under the direction of the Private
Industry Council and the Contra Costa Board of Supervisors.
FTE: 11
Level of Discretion: Varies by program (all programs except the Women's
Advisory Committee are fully funded by federal and State revenues)
Gross Expenditures: $4,714,630
0 Financing: $4,709,055
Net County Cost: $5,575
aFunding Sources: Expenditure Transfers .1% $ 10,000
Chevron Donation .6% 30,000
CDBG .3% 16,551
JTPA (Federal) 96% 4,535,670
JTPA (State) 3% 116,834
a
0 85
1. Chevron Summer Youth Program ,
Description: Utilizes a dedicated donation from Chevron Corporation to
operate a youth summer jobs program, in conjunction with the California
Employment Development Department and the local chambers of commerce
and cities. '
FTE: 11 limited term
Discretion Level 2, Very limited
Gross Expenditures: $30,000
Financing: $30,000
Net County Cost: $0 ,
Funding Source: Chevron Donation
2. JTPA Employment & Training '
Description: This program contains six elements:
(a) Adult/Out of School Youth Program - assists participants in developing
and obtaining employment through vocational assessment, counseling, training,
job search and placement and on-the-job training.
(b) Tryout Employment for Youth - prepares high school youths for entry into ,
the labor force through "tryout employment" periods.
(c) Older Worker Program - assists participants 55 years and older for '
employment through job search -and/or on-the-job training.
(d) State Education Coordination and Grants Program - coordination of '
local educational agencies.
(e) Summer Youth Employment and Training Program (SYETP) - provides '
work experience, basic education, skills training, labor market information,
vocational assessment, supportive services and job development and placement ,
to economically disadvantaged youths ages 14-21 during the summer months.
(f) Worker's Assistance Center - provides training and employment
assistance services to participants who have been terminated, laid off, or have
received notice of either and are unlikely to return to their previous occupation
or industry. ,
FTE: 11 Discretion Level 1, No discretion
Gross Expenditures: $4,662,504 ,
Financing: $4,662,504
Net County Cost: $0
86
0 Funding Sources: JTPA (federal and State) funds and expenditure transfers
0 3. Small Business Development
Description: Provides technical assistance to stat t-up and existing small
Q businesses, providing economic development and stimulating entry level job
growth and self-employment activities.
11 FTE: 1 permanent intermittent Discretion Level 2, Very limited
Gross Expenditures: $16,551
Financing: $16,551
Net County Cost: $0
Funding Source: Community Development Block Grant (federal)
4. Women's Advisory Committee
Description: Explores the employment and economic status of women and
facilitates broadened opportunities.
aFTE: .05 (110 staff hours per year) Discretion Level 4, Optional
DGross Expenditures: $5,575
Financing: $0
Net County Cost: $5,575
FundingSource: Count General Fund
Y
a
a
0
Q
0
0 87
D
SOCIAL SERVICE DEPARTMENT
D FY 92-93 GROSS NET COUNTY DISCRETION
PRQGRAM EXPENDITURES' COSTS' POSITIONS2 LEVEL
D Administration and
Services $69,370,096 $13,071,681 836.3 1,2,3,4
Categorical Aids $150,749,686 $6,991,818 0 1
DGeneral Assistance $15,000,000 $15,000,000 0 2
D Indigent Interment $78,000 $78,000 0 2
TOTAL $235,197,782 $ 35,141,499 836.3
D 'Based on department projections.
2Based on departmental time studies.
A. ADMINISTRATION AND SERVICES
Purpose: To administer the public welfare and social service programs under the
jurisdiction of the Board of Supervisors and County Welfare Director.
FTE: 836.33
D Level of Discretion: varies bYPro ram
9
69
Expenditures: 371
Gross $ ,096
D Financing: $56,299,415
Net County Cost: $13,071,681
Funding Sources: Federal funds 63.9% $36,000,640
State funds 32.5% $18,302,444
Federal/State A-87
Revenue 3.3% $1,848,8314
Fees .2% $92,5004
Other .1% $55,0004
3Includes 24.9 administrative/clerical and multi-program positions not assigned to programs below.
4Not distributed to programs below.
D1. Child Welfare Services
Description: This program consists of four sub-programs:
Da) Emergency.Response - receive and assess child abuse reports and take
immediate action to protect children.
D
D89
b) Family Maintenance - social work services under Juvenile Court supervision to
prevent out-of-home placement.
c) Family Reunification - Social services ordered by Juvenile Court for children in '
out-of-home placement with the goal of reunifying the family.
d Permanent Placement - Social services to children who cannot be returned '
home from placement with the goal of adoption or guardianship.
FTE: 212.7 Discretion Level 3 Some Discretion ,
Gross Expenditures $15,405,000 ,
Financing: $12,102,20955-
Net
12,102,295Net County Cost: $3,302,705
Funding Sources: Federal, State and County General Funds
2. Family Preservation Program '
Description: The Family Preservation Program of Contra Costa County provides
intensive social work services to children and their families when the child is at risk
of out-of-home placement. This program has had an excellent success rate in
preventing children's entry into the labor intensive and expensive out-of-home
placement system. Overall, the program reduces County costs for foster care.
FTE: 0 Discretion Level 4, Optional
Gross Expenditures: $1,000,000
Financing: $1,000,000 ,
Net County Cost: $0
Funding Source: State funds ,
3. Independent Living Skills
Description: This program provides support and practical skill building for juveniles '
eligible for federal foster care funds who will soon be too old to participate in the
foster care system. The program is l,ocused on assisting children to function as '
adults in the world.
FTE: .8 Discretion Level 4, Optional '
Gross Expenditures: $196,145 '
Financing: $196,145
Net County Cost: $0
i
90
D
DFunding Source: Federal funds
D4. Foster Home Licensing
Description: This unit processes applications for foster home licenses and provides
support services to licensed foster care parents. The County administers the
licensing of foster homes under a Memorandum of Understanding with the California
Department of Social Services. in addition to the regular licensing unit, the County
D has established the "Options for Recovery Heritage Project" which is 100% grant
funded. This program recruits and trains foster parents or relatives to care for drug
and alcohol exposed infants and arranges respite care for minority families to
D encourage placement of foster children in homes which reflect their racial and
cultural heritage.
FTE: 8.8 Discretion Level 4, Optional
Gross Expenditures: $634,578
Financing: $481,426
Net County Cost: $153,152
Funding Sources: Federal, State and County General Funds
5. Adoptions
Description: This program provides adoption services to children who are free for
adoption under the Civil Code and Welfare & Institutions Code and processes step-
parent adoptions on a fee-for-service basis. County adoption agencies operate
under license from the state. Adoption services help reduce foster care costs.
DFTE: 10.2 Discretion Level 4, Optional
D Gross Expenditures: $723,154
Financing: $477,007
Net County Cost: $246,147
DFunding Sources: Federal, State and County General Funds
6. Adult Programs
Description: This program consists of 6 subprograms:
a) Information and Referral - This is a telephone service maintained during
daytime working hours to direct the inquiring public to appropriate service agencies in
the community.
FTE: .5 Discretion Level 3, Some Discretion( service mandated, but service level
not defined)
D91
b) Volunteer Services - Provides supplemental services and financial support to i
needy individuals and families known to the Social Service Department. Funds
raised by the program through individual and business donations go directly to serve
the needs of clients. In 1992, Volunteer Services served over 1,000 families, ,
providing them with food, new toys and new clothes. Another 3,000 AFDC families
were served by community agencies working with the program. Over 400 children
were sent to week-long summer residential camps. i
Discretion Level 4, Optional
c) In-Home Supportive Services - Administration of the In-home Supportive '
Services Program (IHSS) which provides funds to aged, blind and disabled recipients
to hire service providers which will allow them to safely remain in their own homes
and to avoid institutionalization. ,
Discretion Level 3, Some Discretion.
d) Adult Protective Services - Provides social worker response and investigation '
to reports that a dependent adult is exploited, neglected or physically abused.
Discretion Level 3, Some Discretion. ( program mandated by federal and state i
law, but service level not defined)
e) Conservatorship Intake - Provision of necessary facts and recommendations to i
enable the Probate Court to make proper judgements for individuals suffering from
mental illness and alcoholism. Lanterman-Petris-Short Conservatorship is
mandated by the Welfare and Institutions Code. Currently, conservatorship intake is
handled by the Social Service Department while ongoing conservatorship services
are handled by the Health Services Department.
Discretion Level 2, Very Limited. The law defines the characteristics of individuals ,
who require this service and the department has very little discretion in screening
referrals which originate in psychiatric; wards of local hospitals.
f) Out-of-Home Care for Adults - Provision of a list of licensed out-of-home care
facilities to the public upon request. There are no staff exclusively dedicated to this
program.
Discretion Level 1, Mandated.
FTE: 49.1 Discretion Level varies by sub-program (see above)
Gross Expenditures: $3,518,712
Financing: $2,064,765 '
Net County Cost: $1,453,947
Funding Sources: Federal, State and County General Funds i
i
92
i
7. Area Agency on Aging
Description: This program consists of 4 subprograms:
a) Title III Grants for State and Community Programs on Aging - Area Agency
on Aging (AAA) planning and advocacy services are provided on behalf of 120,000
persons age 60 or more in the County. Title III grants provide supportive social
services, congregate meals, home delivered meals, in-home services and elder
abuse prevention services to an annual total of approximately 14,950 seniors.
Discretion Level 3, Some Discretion. (program mandated with minimum $67,515
in local match requirement. County has discretion on whether it provides the
services.)
b) "Project Care" Title IV Older Americans Act Discretionary Grant Program -
Elder care coalition performs planning and advocacy activities on behalf of all low-
income frail seniors in West County. Direct in-home service assistance being
provided to 50 frail persons over the age of 60.
Discretion Level 4, Optional
c) Title V Community Service Employment for Older Americans - Twenty-five
part-time job slots provided to low-income persons age 55 or over.
Discretion Level 3, Some Discretion
d) Health Insurance Counseling and Advocacy Program (HICAP) - Health
insurance counseling and community education services provided to 5,075 persons.
Discretion Level 3, Some Discretion
aFTE: 14.8 Discretion Level varies by sub-program (see above
Gross Expenditures: $2,934,594
Financing: $2,785,699
Net County Cost: $148,895
Funding Sources: Federal Funds and County General Funds
8. Aid to Families with Dependent Children (AFDC)
Description: Administration of the AFDC program which provides cash assistance
to families with children who are needy because of the absence, incapacity,
unemployment or death of one or both parents.
FTE: 247.3 Discretion Level 3, Some Discretion
Gross Expenditures: $15,748,776
Financing: $13,262,637
Net County Cost: $2,486,139
Funding Sources: Federal, State and County General Funds
93
9. Food Stamps '
Description: This program is designed to raise the level of nutrition among low-
income households by increasing their food purchasing power. '
FTE: 103.1 Discretion Level 1, Mandated
Gross Expenditures: $7,193,081 '
Financing: $5,885,658
Net County Cost: $1,307,423
FundingSources: Federal and Count General Funds '
Y
10. Medi-Cal '
Description: Eligibility determination for Medi-Cal programs. This is a group of '
eight major medical care programs which provide comprehensive medical services to
children and adults in low-income families.
FTE: 138.5 Discretion Level 1, Mandated '
Gross Expenditures: $8,817,648
Financing: $8,775,209
Net County Cost: $42,439
Funding Sources: Federal, State and County General Funds
11. State Adult Aid '
Description: Verification of eligibility for special circumstances payments in the
SSI/SSP program. ,
FTE: .8 Discretion Level 1, Mandated
Gross Expenditures: $52,512 '
Financing: $52,512
Net County Cost: $0
Funding Source: State funds '
12. Homeless Shelters '
Description: The shelter program provides food and shelter to homeless adults at '
the two County-sponsored shelters (approximately 150 shelter beds).
FTE: 0 Discretion Level 4, Optional
Gross Expenditures: $587,706 '
Financing: $0
Net County Cost: $587,706 '
Funding Source: County General Funds
94
13. General Assistance
Description:
a) Eligibility - Eligibility determination for General Assistance, which is a cash
assistance program for persons, primarily single unemployed adults, who are not
currently eligible for a state or federally funded assistance program (i.e., AFDC or
SSI).
b) SSI Advocacy — GA clients who have a verified disability which has lasted, or is
expected to last, at least 12 months, are required to apply for Supplemental Security
Income (SSI) benefits. This program provides an advocacy service to assist clients
with the SSI application process and appeal procedures.
c) Money Management — This program provides voluntary money management
services to some SSI recipients who are required to have representative payees
under Social Security Administration regulations and/or to some SSI recipients who
acknowledge that they have money management problems. This helps prevent loss
of SSI benefit eligibility and consequent reversion to General Assistance aid.
FTE: 41 Discretion Level 3, Some Discretion
Gross Expenditures: $2,608,681
Financing: $0
Net County Cost: $2,608,681
Funding Source: County General Funds
14. General Assistance Alcohol and Drug Diversion Services (GAADDS)
D Description: GAADDS is a six—month outpatient treatment program designed to
assist chemically dependent General Assistance clients to better understand
chemical dependency and to achieve a clean and sober life style. GA clients
determined to have substance abuse problems are required to participate in the
treatment program as a condition of receiving General Assistance. The program is
operated by the Health Services Department under contract with the Social Service
Department.
FTE: 0 Discretion Level 4, Optional
Gross Expenditures: $733,000
Financing: $0
Net County Cost: $733,000
Funding Source: County General Funds
a95
15. General Assistance Workfare ,
Description: Workfare assignments are designed to provide employable GA
participants with training in the use of task-related materials, tools and techniques. ,
Assignments include clerical, child-care aid, warehouse, litter control, auto detailing,
recycling, grounds maintenance and a variety of other types of work. Workfare
assignments are for up to 72 hours per month per client. The General Services '
Administration operates this program through an agreement with the Social Service
Department.
FTE: 0 Discretion Level 4, Optional '
Gross Expenditures: $141,000
Financing: $0
Net County Cost: $141,000 '
Funding Source: County General Funds
16. General Assistance Work Programs
Description: This is a multi-phasE) service program designed to assist the '
employable GA applicant/recipient in preparing for and obtaining unsubsidized
employment through work experience assignments (Workfare) and job search. Social
Workers and Social Service Program Assistants provide case management services '
and monitor client participation in Workfare, Job Club and Vocational Training.
FTE: 14.5 Discretion Level 4, Optional '
Gross Expenditures: $950,11;1
Financing: $0
Net County Cost: $950,11:)
Funding Source: County General Funds '
17. Food Stamp Employment and Training (FSET)
Description: Contra Costa's FSET program is set up in conjunction with the '
General Assistance Work Program to meet federal and state regulations that require
each Food Stamp recipient to participate in an employment program, unless that ,
individual qualifies for an exemption.
FTE: 1.3 Discretion Level 1, Mandated '
Gross Expenditures: $113,955 '
Financing: $106,42:5
Net County Cost: $7,530
Funding Sources: Federal, State and County General Funds '
96
t
a18. Greater Avenues for Independence (GAIN)
a Description: GAIN is a statewide comprehensive mandatory program which enrolls
able-bodied AFDC recipients in local education, training and job services programs
which support self sufficiency. The goal of the GAIN program is to promote
independence and strengthen the employability potential of participants. GAIN
components include: orientation and appraisal; self-initiated training programs; job
club/search; pre-employment preparation; on the job training; and supportive
services (child care, transportation and ancillary expenses).
FTE: 46.1 Discretion Level 2, Very limited
aGross Expenditures: $4,149,673
Financing: $3,602,361
Net County Cost: $547,312
Funding Sources: Federal, State and County General Funds
19. Child Care
Description: The child care program consists of 4 subprograms:
a) GAIN Child Care Contract - Under this program, the Child Care Council
develops child care plans and makes payments to licensed providers for GAIN
participants. Funded by state and federal funds.
Discretion Level 4, Optional
b) SDE Alternative Payment Child Care - Child care payments for children in the
0 Child Welfare Services system. Funded by state Department of Education funds
with a required county maintenance of effort.
Discretion Level 2, Very limited
c) Title IV-A Child Care - This is the "working poor" child care program for those
parents who are employed but at risk of going on AFDC without child care help.
Funded by state and federal funds with a required County maintenance of effort.
Discretion Level 2, Very limited
d) Block Grant Child Care - This is the child care program for Teen Parents,
special needs children and former Child Welfare Services clients. Funded by state
and federal funds with a required County maintenance of effort.
Discretion Level 2, Very limited
FTE: .8 Discretion Level varies by subprogram (see above)
Gross Expenditures: $848,441
Financing: $792,260
aNet County Cost: $56,181
Funding Sources: State and County General Funds
97
20. Refugee Programs '
Description: This program consists of 2 subprograms:
a) Refugee Resettlement Program/Social Services - Routine social services '
(e.g., CWS or CSBG) provided to refugee clients. Services provided to refugees are
federally funded. '
Discretion Level 1, Mandated
b) Refugee Employment Social Services - Under contract with the state, the '
County contracts to provide employment services as delineated in the County Plan.
Current programs provided are Refugee Education, English-as-a-Second-
Language, and Social Adjustment. ,
Discretion Level 3, Some Discretion
FTE: 4.3 Discretion Level varies by subprogram (see above)
Gross Expenditures: $271,032
Financing: $271,032 '
Net County Cost: $0
Funding Source: Federal funds '
21. Refugee Targeted Assistance '
Description: Under contract with the state, the County provides services to
Refugees as delineated in the County Plan. Current programs provided are Youth '
Employment Program, Home Health Care Training, and Vocational English-as-a-
Second-Language.
FTE: .8 Discretion Level 3, Some Discretion '
Gross Expenditures: $337,609
Financing: $337,609
Net County Cost: $0
Funding Source: Federal funds '
22. Fraud Investigation
Description: Investigation of cash assistance program recipients and applicants in '
order to identify perso ns fraudulently receiving benefits.
FTE: 15.6 Discretion Level 3, Some discretion '
Gross Expenditures: $1,856,153
Financing: $1,631,913 '
Net County Cost: $224,240
Funding Sources: Federal, State and County General Funds ,
98
0 23. Staff Development
Description: Mandated training and development for workers that administer state
and federal programs.
FTE: 4 Discretion Level 2, Very limited. (function mandated but service level not
defined)
Gross Expenditures: $310,723
a Financing: $265,723
Net County Cost: $45,000
Funding Sources: Federal, State and County General Funds
24. State Office of Child Abuse Prevention Contracts
DDescription: Various contracts to provide child abuse prevention services
authorized under AB 1733.
aFTE: 0 Discretion Level 4, Optional
Gross Expenditures: $238,808
Financing: $212,408
Net County Cost: $26,400
Funding Sources: State and County General Funds
B. CATEGORICAL AIDS
Purpose: To provide financial assistance to families, adults, children and refugees
0 in accordance with welfare program guidelines and regulations.
FTE: Not Applicable
Level of Discretion: 1, Mandated
Gross Expenditures: $150,749,686
Financing: $143,757,868
Net County Cost: $6,991,818
a Funding Sources: Federal funds 41% $61,576,334
State funds 45% $68,081,534
Realignment 9% $14,100,000'
aCounty General Funds 5% $6,991,818
1 Not assigned to programs below.
a99
1. Aid to Families with Dependent Children/Family Group and Unemployed Parent '
Description: Provides cash assistance to families with children who are needy due
to the absence, incapacity, unemployment or death of one or both parents. '
Discretion Level 1, Mandated
Gross Expenditures: $100,388,761 ,
Financing: $97,869,003
Net County Cost: $2,519,758
Funding Sources: Federal, State and County General Funds '
2. Aid to Families with Dependent Children/Foster Care
Description: Provides cash assistance to provide for the needs of children in foster
care. '
Discretion Level 1, Mandated
Gross Expenditures: $26,926,504 ,
Financing: $16,376,700
Net County Cost: $10,549,804 ,
Funding Sources: Federal, State, Realignment and County General Funds
3. Foster Care/Severely Emotionally (Disturbed Children '
Description: Provides cash assistance to provide for the needs of children who are
placed into foster care through the Severely Emotionally Disturbed program. This is
a multi-disciplinary program to identify and provide services to children who are not
able to benefit from their education due to their severe emotional disturbance. '
Discretion Level 1, Mandated
Gross Expenditures: $2,297,026 '
Financing: $918,810
Net County Cost: $1,378,216
Funding Sources: State and County General Funds '
4. Adoption Assistance Program
Description: Cash assistance to adoptive parents who adopt difficult-to-place
children. Without this assistance, the parents would not be able to afford to adopt ,
the children and the children would remain in more restrictive, and costly, foster care
settings. ,
Discretion Level 1, Mandated
100
0
Gross Expenditures: $1,623,375
Financing: $1,365,583
oNet County Cost: $257,792
Funding Sources: Federal, State and County General Funds
S. Refugee Assistance
o Description: Cash assistance provided by the federal government for refugees.
Discretion Level 1, Mandated
Gross Expenditures: $315,930
Financing: $315,930
Net County Cost: $0
oFunding Source: Federal Funds
6. In-Home Supportive Services
Description: This program pays for the cost of the service providers who provide
in-home supportive services that allow eligible aged, blind and disabled recipients to
remain in their own homes safely and avoid institutionalization.
Discretion Level 1, Mandated
oGross Expenditures: $19,198,090'
Financing: $12,811,842
Net County Cost: $6,386,248
Funding Sources: Federal, State and County General Funds
0
1Only the County cost is included in the budget system. State issues payroll and bills County for
oCounty share.
C. GENERAL ASSISTANCE
Purpose: To provide short-term cash assistance to indigent persons not eligible for
state or federally funded assistance programs.
oFTE: Not applicable .
Level of Discretion: 2 , Very limited
Gross Expenditures: $15,000,000
Financing: $0
Net County Cost: $15,000,000
Funding Source: County General Funds
0
101
D. INDIGENT INTERMENT ,
Purpose: To pay for burial or cremation costs, cemetery plots or niches for County '
indigents.
FTE: Not Applicable Level of Discretion: 2, Very limited
Gross Expenditures: $78,000
Financing: $0
Net County Cost: $78,000
Funding Source: County General Funds
'102
a
VETERANS SERVICE OFFICE
FY 92-93 GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Veterans Services $281,973 $212,800 5 4
A. VETERANS SERVICES
0 Purpose: To provide assistance to veterans, their dependents and survivors in
obtaining veteran's benefits.
DDescription: There are three components to Veterans Services:
0 1) Application Assistance: Provides information, referral and assistance
to veterans and their families in obtaining compensation, pension,
insurance, education, medical benefits, home loans, vocational
rehabilitation and burial funds. Services include comprehensive benefit
counseling, claim preparation and submission, claim follow-up, initiation
and development of appeals and networking with federal, state and
local agencies.
2) Welfare Referral: Review of veteran welfare applicants referred by
Social Service Department for determination of veterans' benefits
eligibility or receipt.
3) Medi-Cal Cost Avoidance: Review of veteran Medi-Cal applicants to
determine those who may be eligible for veterans' medical benefits.
OFTE: 5 Level of Discretion: 4, Optional
Gross Expenditures: $281,973
Financing: $69,173
Net County Cost: $212,800
0 Funding Sources: State and County General Fund
a
a
a103
AGRICULTURE DEPARTMENT
aFY 92-93
GROSS NET COUNTY DISCRETION
aPROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Administration $ 201,790 $ 195,190 3 4
Agricultural Division 1,052,270 73,870 14 See Below
Weights and Measures 356,740 291,740 7 See Below
OTOTAL $ 1,610,800 $ 560,800 24
O1. ADMINISTRATION
Purpose: To provide direction, financial control, develop and implement policies and
0 procedures in support of the operations of the department.
FTE: 3
Level of Discretion: Discretionary.
aGross Expenditures: $ 201,790
Financing: 6,600
Net County Cost: $ 195,190
Funding Sources: State 3.3% 6,600
General Fund 96.7% 195,190
0 2. AGRICULTURAL DIVISION
Purpose: Provide commercial plant inspection, regulation of pest control operations,
a consumer protection programs involving fruits, vegetables and eggs. Provide assistance
to citizens and information as necessary.
0 FTE: 14
Level of Discretion: The Agricultural Commission is required to enforce the State Food
0 and Agricultural Code promoting and protecting the agricultural industry of the State nd
protecting public health, safety and welfare; however, the level of required service is not
defined.
0
105
Gross Expenditures: $1,052,270 ,
Financing: 978,400
Net County Cost: $ 73,870
Fun ding Sources: Expenditure Transfers .9% 10,000 ,
State 78.2% 822,400 '
Fees 6.8% 71,000
Other 7.1% 75,000
General Fund 7.0% 73,870 '
3. WEIGHTS AND MEASURES '
Purpose: Provide routine inspection of all weighing and measuring devices used in
commercial transactions. Provide regulatory services to ensure commercial sales are '
made in compliance with state laws.
FTE: 7 ,
Level of Discretion: The department is required by Section 12200 of the Business and
Professional Code to provide weights and measures inspection services. The level of '
service is not specified except in the case of device inspection which requires periodic
inspection of all instruments in the County.
Gross Expenditures: $356,740 '
Financing: 65,000
Net County Cost: $291,740 '
Funding Sources: Fees 14.3% 51,000
State 2.8% 10,000 '
Other 1.1% 4,000
General Fund 81.8% 291,740 ,
106
OANIMAL SERVICES DEPARTMENT
FY 92-93
GROSS NET COUNTY DISCRETION
Q PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
1� Animal Care and Housing $ 1,247,000 $ 347,380 20 1, 2, 3, 4
Q Animal Licensing 215,234 (289,766) 3 1
1� Field Enforcement 1,482,000 612,925 37 1, 2, 3, 4
Spay/Neuter Clinic 278.000 -0- 4 4
TOTAL $ 3,222,234 670,539 64
OA. ANIMAL CARE AND HOUSING
OPurpose: To provide care to animals in the Martinez and Pinole Centers that are being
held pending location of owners or other disposition:
O1. maintain a pound system/quarantine biting animals;
2. conduct low-cost rabies vaccination clinics - at no cost to the County through a
Q contract with a private veterinarian hospital;
3. operate volunteer lost and found program - where over 70 public spirited citizens
concerned with animal welfare issues volunteer their services to assist with the
lost and found program, animal adoptions and in scheduling appointments at the
spay/neuter clinic;
4. euthanize sick, old and unwanted animals humanely by injection; and
a 5. operate an education program -which has resulted in a significant reduction in the
number of dog bites,particularly to children (from 1650 dog bites in 1981 to 1033
in 1991. "Safety Around Animals: and humane education programs have been
given to over 100,000 school children, the Post Office, PG&E, the Water District
and numerous service clubs.
FTE: 20
Level of Discretion: Discretion varies by program from discretionary (volunteer
Oprogram) to no discretion (rabies quarantine).
Gross Expenditures: $1,247,000
Financing: 899,620
Net County Cost: $347,380
0 Funding Sources: City Contract 37.5% 467,700
Fees/Service 19.8% 246,500
8 Sale of Licenses 12.4% 154,875
Sale of Animals 2.4% 30,000
Other 0% 545
General Fund 27.9% 347,380
D107
B. ANIMAL LICENSING '
Purpose: Maintain a licensing program for dogs throughout the County to assist in '
identification of lost animals and partially offset the cost of operating the service. The
State Health and Safety Code requires; the licensing of dogs in rabies endemic areas.
The State Agriculture Code also requires dog licensing. The Department uses a
computerized system to identify owners who have vaccinated their dogs against rabies
but who have not obtained a license. Follow-up is done by animal Control Officers who
issue court citations to owners in violation.
FTE: 3
Level of Discretion: No Discretion. '
Gross Expenditures: $215,234 '
Financing: 505,000
Net County Cost: (289,766)
Funding Sources: Sale of Licenses 234.6% 505,000
C. FIELD ENFORCEMENT ,
Purpose: Enforce state laws and County ordinances in the County and cities which '
have agreements with the County:
1. investigate animal bites;
2. leash law enforcement - the .Agriculture Code and County Animal Control
Ordinance requires that dogs be kept on a leash when not on the property of their '
owner. Owners in violation are: either issued a court citation or the animal is
impounded;
3. animal cruelty investigation - cruelty to animals is a violation of the State Penal ,
Code. Reports of cruelty are investigated by Animal Control Officers. Officers
testify in court if the investigation substantiates the allegation and criminal charges
are brought; ,
4. dangerous animal investigation - repeated biting incidents or citizen complaints
relative to aggressive dogs are investigated by Animal Services Lieutenants.
Owners charges with possession of a dangerous animal are allowed to challenge
this assertion at a public hearing conducted by the Department's Administrative
Officer;
5. barking dog complaints - the department investigates complaints of barking dogs ,
and works with the District Attorney to alleviate these problems;
6. dead animal pick-up - dead animals pose a health risk - the department receives
requests to pick-up dead animals and Animal Control Officers perform this ,
function as a part of their regular duties;
7. police search warrant assistance - drug dealers often protect their property with
aggressive and potentially dangerous dogs. The department assists various
police agencies by subduing these animals when a warrant is served; and
'108
8. citizen requests for service - animals create many problems for citizens living in
e an urban and suburban environment. Calls include: animal rescue, loose exotic
animals (large snakes, alligators, lizards, lions, etc.), wild animal complaints, loose
livestock, etc.
UFTE: 37
Level of Discretion: Discretion varies by service from discretionary (dead animal pick-
up) to No discretion (rabies quarantine).
vGross Expenditures: $1,482,000
Financing: 869,075
Net County Cost: 612,925
Funding Sources: City Contracts 31.6% 467,700
Sale of Licenses 16.6% 245,500
Fees/Service 10.5% 155,875
0 General Fund 41.4% 612,925
D. SPAY/NEUTER CLINIC
a Purpose: Provides low cost spay/neuter services to the public and has in part been
responsible for the decrease in the number of animals euthanized by the County from
over 46,000 in 1971 to less than 11,000 in 1991.
UFTE: 4
Level of Discretion: This self supporting program is totally discretionary.
N
Gross Expenditures: $278,000
Financing: 278,000
Net County Cost: 0
Funding Sources: Surgery Fees 44.8% 124,500
Vaccination 39.0% 108,500
Sale of Licenses 16.2% 45,000
General Fund 0% 0
a109
UCLERK-RECORDER DEPARTMENT
FY 92-93
GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
County Clerk $4,349,099 $1,830,709 84.0 2
Clerk Records Automation 102,979 0 0.0 1
ORecorder 1,354,990 -896,875 26.0 2
Recorder Micro/Modern 2,243,605 0 12.0 1
UElections 2.075.182 1.290,182 17.0 1
TOTAL $10,125,855 $2,224,016 139.0
1. COUNTY CLERK
U Purpose: To serve as ex-officio Clerk of the Superior Court; to perform the mandated
function of providing support services to the Superior Court, attorneys, litigants and the
general public involving civil, probate, criminal and juvenile support services; to provide
U document processing required by state and federal law.
FTE: 84.0
aLevel of Discretion: Very limited.
Gross Expenditures: $4,349,099
Financing: $2,518,390
Net County Cost: $1,830,709
Funding Sources: Expenditure Transfers 0.0% $4,000
Fees 57.8% $2,514,390
General Fund 42.2% $1,830,709
N
2. CLERK RECORDS AUTOMATION
Purpose: To provide funds to automate the County Clerk's record keeping system and
p 9 Y
convert the documents storage system to micrographics.
FTE: 0.0
Level of Discretion: No discretion (restricted revenue).
111
Gross Expenditures: $102,979 '
Financing: $102,979
Net County Cost: so
Funding Sources: Fees 100.0% $102,979
3. RECORDER
Purpose: To maintain and preserve all official records relating to real property, ,
subdivision maps, assessment districts, and records of surveys offered for recording; and
maintain records of all births, deaths and marriages occurring within Contra Costa '
County.
FTE: 26.0
Level of Discretion: Very limited.
Gross Expenditures: $1,354,990 '
Financing: $2,251,8Ei5
Net County Cost: -$896,875
Funding Sources: Fees 165.8% $2,246,865
Expenditure Transfers 0.0% $5,000
4. RECORDER MICROGRAPHICS/MODERNIZATION
Purpose: To Provide micrographic capability and equipment to place all documents in ,
the Recorder's office on film, and develop procedures to quickly identify and locate '
needed documents for the public and other County users.
FTE: 12
Level of Discretion: No discretion (restricted revenue). '
Gross Expenditures: $2,243,605
Financing: $2,243,6 )5
Net County Cost: $ 0
Funding Sources: Fees 100.0% $2,243,605
5. ELECTIONS '
Purpose: To conduct necessary elections in an accurate and timely manner, maintain
a high level of voter registration, verify signatures on initiative, referendum and recall t
petitions; to provide data processing support to divisions of the Clerk-Recorder's offices.
FTE: 17.0
'112
U
I' Level of Discretion: No discretion.
Gross Expenditures: $2,075,182
Financing: $785.000
Net County Cost: $1,290,182
Funding Sources: State 9.6% $200,000
U Fees 25.8% $535,000
Expenditure Transfers 2.4% $50,000
General Fund 62.2% $1,290,182
A. Registration and Administration
flDescription: Maintain voter registration records, conduct voter registration
outreach, verity and certify filed initiatives, referendums and recall petitions.
Administer activities of the division. FTE: 5.0
B. Elections Services
Description: Issue, file and certify nomination papers, prepare and mail sample
ballots, candidate statements, measures, argument and absentee ballots, and
aconduct elections. FTE: 12.0
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ADISTRICT ATTORNEY
FY 92-93
GROSS NET COUNTY DISCRETION
DPROGRAM EXPENDITURES COSTS POSITIONS LEVEL
District Attorney $ 12,249,786 $10,133,473 143 1,2,3,4
u D.A. Family Support 9,411,782 0 154 1
O D.A. Revenue Narcotics 134,250 0 1 1
D.A. Revenue SEIF 497,775 0 0 1
Domestic Violence/Vic 80,750 0 0 1
Public Administrator 146,420 70,396 2 2
TOTAL $ 22,520,763 $10,203,869 300
T Unit 0242
1. DISTRICT ATTORNEY OR (Budget et g )
aPurpose: To attend the courts and conduct on behalf of the people all prosecutions for
public offenses occurring in Contra Costa County. The Office is broken into two basic
Qareas - mainline and special prosecution (grant funded):
a. Mainline Prosecution - FTE` 119
b. Special prosecution includes - FTE 24: Welfare Fraud, Realignment, Career
Criminal,Regional Anti Drug, Major Narcotic Vendor, Auto & Workers
Compensation Insurance Fraud, Narcotic Forfeiture, and Consumer Fraud.
FTE: 143
Level of Discretion: Varies by program. Grant programs are discretionary; however
if the program is not performed, no grant revenue is received.
Gross Expenditures: $12,249,786
Financing: 2,116,313
Net County Cost: 10,133,473
Funding Sources: Expenditure Transfers .7% 89,837
aConsumer Fraud 8.3% 1,012,165
State Aid Realignment 1.6% 199,697
State Aid Crime Control 4.3% 522,520
Miscellaneous State Aid 1.6% 192,721
Contribution Other Funds .7% 92,558
Other .1% 6,815
General Fund 82.7% 10,133,473
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2. D.A. FAMILY SUPPORT (Budget Unit 0245) ,
Purpose: Obligates parents to meet their support responsibilities to their families based
on their ability to pay, allowing the family to live independent of the welfare system by
locating absent parents, adjudicating paternity, establishing and enforcing support orders;
investigates and prosecutes perpetrators of welfare fraud to the extent of recovering '
illegally obtained welfare monies.
FTE: 154
Level of Discretion: Non-discretionary, restricted revenue.
Gross Expenditures: $9,411,782
Financing: 9,411,782
Net County Cost: 0
Funding Sources: Expenditure Transfers 9.9% 933,800
State Aid Support Incentive 28.7% 2,702,246 ,
Federal Aid Family Support 57.4% 5,404,030
Contrib/Other Funds (SEIF) 4.0% 371,706
3. D.A. REVENUE NARCOTICS (Budget Unit 02 44) i
Purpose: Federal and State law require that the District Attorney's Office's portion of '
distributed forfeited narcotics assets be used for enhancement of prosecution.
Supplantation of existing County support is prohibited by law.
FTE: 1
Level of Discretion: Non-discretionary, restricted revenue.
Gross Expenditures: $134,250
Financing: 134,250
Net County Cost: 0
Funding Source: Seizures 100% 134,250
4. D.A. REVENUE SEIFBud et Unit 0250
( 9 )
Purpose: State law requires that excess Support Enforcement Incentive Fund revenue '
(SEIF) be used for D.A: Family Support: purposes only. This fund allows for support of
D.A. Family Support operations that go beyond that division's revenue generating
capability in any one year. '
FTE: 0 '
116 '
u Level of Discretion: Non-discretionary, restricted revenue.
Gross Expenditures: $497;775
Financing: 4971775
Net County Cost: 0
Funding Source: Fund Balance 100% 497,775
5. DOMESTIC VIOLENCE VICTIM ASSISTANCE (Budget Unit 0585)
Description: Disburses special marriage license fee revenues to the Battered Women's
Alternatives group for provision of domestic violence victim assistance.
FTE: 0
aLevel of Discretion: Non-discretionary, restricted revenue.
Gross Expenditures: $80,750
Financing: 80,750
Net County Cost: 0
AFunding Source: Other Lic/Permits 100% 80,750
6. PUBLIC ADMINISTRATOR (Budget Unit 0364)
aPurpose: As ordered by the court where the decedent had no known heirs or will or had
appointed no executor, investigates cases to locate a will, heirs or relatives; if none,
N continues to locate and protect assets, arranges for burial, and administers estate (filing
all legal process, selling property, paying debts, preparing and filing tax returns, etc.).
FTE: 2
N Level of Discretion: Very limited discretion.
�■ Gross Expenditures: $146,420
Financing: 76,024
NNet County Cost: 70,396
Funding Sources: Estate Fees 51.9% 76,024
General Fund 48.1% 70,396
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LAW AND JUSTICE SYSTEM DEVELOPMENT
FY 92-93
GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Systems Development 402,367 239,655 2 3
Purpose: To develop and install automated information systems for justice departments in
uContra Costa County.
a. Training and Technical Assistance - Designs information systems for various
elements of the justice system; provides technical assistance and training to user
agencies.
ub. Municipal Courts/Superior Courts - Oversees and monitors programming for the
Municipal Courts on-line criminal case tracking, traffic, and parking systems.
C. Law Enforcement - Provide programming for PIN/CLETS, alpha file, and networking
with the city police agencies.
d. District Attorney - Oversees and monitors programming for the on-line criminal
calendar and case management systems as well as an interface with the County Clerk's
Juvenile System.
e. Probation - Oversees and monitors programming for an interface between the on-line
Juvenile Management Information System and the County Clerk's Juvenile System.
f. Public Defender - Provides programming for the on-line criminal calendar and case
Dmanagement system as well as an interface with the County Clerk's Juvenile System.
FTE: 2
N Level of Discretion: Thisro ram is discretionary (However failure to maintain existing Law
P 9
and Justice Automated Systems results in greater costs and less efficiency in court and related
justice agency operations.)
Gross Expenditures: $402,367
Financing: 162,712
Net County Cost: $239,655
Funding Sources: Expenditure Transfers 20.1% 80,851
Fees from Participants 20.3% 81,861
General Fund 59.6% 239,655
119
UMUNICIPAL COURTS
uFY 92-93
GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Court Operations $12,005,575 $ 0 190.0 2
Court Probation Officers 245,280 0 0.01 2
ACollections/Compliance 207,100 0 5.0 3
Court Reporter Services 1,138,765 763,884 15.0 2
Interpreter Services 143,900 143,900 1.0 1
Juror Services 147,000 0 0:0 1
Court Records Automation 151,102 0 0.0 1
TOTAL $14,038,722 $907,784 211.0
1. COURT OPERATIONS
Purpose: To provide mandated services to the public in felony, misdemeanor and
infraction cases (including local ordinances), moving traffic offenses, parking violations,
and in all civil cases where the amount claimed is $25,000 or less and small claims
cases in amounts of $5,000 or less.
FTE: 190.0
I' Level of Discretion: Very limited discretion.
Gross Expenditures: $12,005,575
Financing: 12,005,575
Net County Cost: $0
Funding Sources: State 65.0% $7,803,625
Fines/Forfeitures 10.0% $1,200,560
Fees 25.0% $3,001,390
Although funded through the Municipal Courts' budget, the 4 Court Probation Officer positions reside in the Probation
Department's budget.
121
2. COURT PROBATION OFFICER PROGRAM t
Purpose: To interview defendants, make sentencing recommendations, monitor
participation in treatment programs, determ;ne restitution amounts and gather collections '
information, screen defendants for diversion programs and perform other court-related
duties.
FTE: 0.0 (4 positions reside in the Probation Department) '
Level of Discretion: Very limited discretion.
Gross Expenditures: $245,230 '
Financing: 245,280
Net County Cost: $0 '
Funding Sources: Fees 100.0% $245,800 '
3. COLLECTIONS/COMPLIANCE PROGRAM
Purpose: Monitor compliance will all conditions of probation including payment of fines, ,
fees and restitution.
FTE: 5.0 '
Level of Discretion: Some discretion.
Gross Expenditures: $207,100 '
F=inancing: 207.100
Net County Cost: $0
Funding Sources: Fees 5.8% $12,000
State 94.2% 195,100
4. COURT REPORTER SERVICES
Purpose: To provide reporting and transcript services as required by the courts.
FTE: 15.0
Level of Discretion: Very limited discretion. '
Gross Expenditures: $1,138,765 '
Financing: 374.881
Net County Cost: $763,884
o
Funding Sources: State 32.9% $374,881
General Fund 67.1% $763,884 '
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5. INTERPRETER SERVICES
Purpose: Interpreter services for defendants in criminal trials.
FTE: 1.0 plus contracted per diem staff.
Level of Discretion: No discretion.
Gross Expenditures: $143,900
Financing: 0
O Net County Cost: $143,900
Funding Sources: General Fund $100.0% $143,900
6. JUROR SERVICES
Purpose: Juror per diem and mileage expense for sworn and unsworn jurors.
FTE: 0.0
Level of Discretion: No discretion.
uGross Expenditures: $147,000
Financing: 147,000
Net County Cost: $0
Funding Sources: State 65.0% $95,550
Fines/Forfeitures 10.0% $14,700
Fees 25.0% $36,750
7. COURT RECORDS AUTOMATION
Purpose: To provide funds for development or transferal of an information system to
automate the small claims and civil functions of the municipal courts.
FTE: 0.0
Level of Discretion: No discretion (restricted revenue).
Gross Expenditures: $151,102
Financing: 151.102
Net County Cost: $0
Funding Sources: Fees 100.0% $151,102
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a
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PROBATION DEPARTMENT
a
FY 92-93
GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Juvenile Hall $6,178,999 $5,960,329 94.2 2
Byron Boys' Ranch $1,629,225 $1,219,914 23.1 4
Juvenile Probation Svcs $4,673,770 $3,249,870 75.3 1,3
Adult Probation Svcs $3,881,770 $3,689,770 68.0 3
Special Services $454,030 $159,030 7.5 4
Administration $540,570 $540,470 7.0 3
"Full Year" Cost Savings $267,947 267,947 N/A N/A
Factor from 92-93 Cuts
TOTAL $17,626,311 $15,087,330 275.1
1. JUVENILE HALL
Purpose: Correctional facility providing 140 beds for the mandated detention of minors
before and after Court hearings. Approximately 2,700 juveniles are booked annually.
FTE: 94.2
Level of Discretion: Very limited.
Gross Expenditures: $6,178,999
aFinancing: $218,670
Net County Cost: $5,960,329
Funding Sources: State 3.5% $215,000
Other 0.0% $3,670
General Fund 96.5% $5,960,329
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2. BYRON BOYS' RANCH ,
Purpose: Correctional facility providing '74 beds for seriously delinquent boys committed '
by the courts. Approximately 375 boys are committed annually for an average stay of
four months.
FTE: 23.1
Level of Discretion: Discretionary.
Gross Expenditures: $1,629,225 '
Financing: $409.311
Net County Cost: $1,219,914 '
Funding Sources: State 25.1% $409,141
Other 0.0% $170 ,
General Fund 74.9% $1,219,914
3. JUVENILE PROBATION SERVICES
Purpose: Investigation and supervision of juveniles referred for delinquency. Services
are provided for both detained and released minors. '
FTE: 75.3
Level of Discretion: Varies by sub-program. ,
Gross Expenditures: $4,673,770 '
Financing: $1,423,90()
Net County Cost: $3,249,870
Funding Sources: State 1.4% $67,290 ,
Federal 20.2% $945,290
Fees 8.4% $391,320 '
Expenditure Transfers 0.0% $20,000
General Fund 70.0% $3,249,870
A. Intake/investigation
Description: Initial investigation into alleged offenses, including
recommendations regarding the continuing disposition of the minor offender. The
department performs over 10,000 investigations annually. FTE: 25.9
Discretion Level 1, No discretion
126 '
B. Court Probation Officers
Description: Provides information on probation cases to the judge to assist in
arriving at the appropriate disposition. FTE: 4.5
Discretion Level 1, No discretion
C. Supervision
Description: Supervision of a minor placed on probation or made a ward of the
Court. The probation officer has the responsibility to help the minor and his/her
family recognize the problems which contributed to the delinquent behavior and
D to make the necessary adjustments to prevent further delinquency. The average
annual caseload is 1,700 juveniles. FTE: 18.0
Discretion Level 3, Some discretion
D. Placement
ADescription: Formulation of alternative living plans for approximately 200 youth
annually, who cannot remain at home or attend local schools because of serious
delinquent or behavior problems. FTE: 12.2
Discretion Level 2, Very limited discretion
OE. Probate/Civil
Description: Investigation and review of approximately 1,000 cases annually for
A the Probate Division of the Superior Court of the need for conservatorship and
guardianship for elderly and developmentally disabled persons. FTE: 7.2
Discretion Level 3, Some discretion
F. Home Supervision
Description: Intensive surveillance of approximately 300 minors annually who
are ordered on Home Supervision status in lieu of Juvenile Hail detention, which
include daily contacts with a counselor. FTE: 4.5
Discretion Level 3, Some discretion
G. Juvenile Community Services (Weekend Work) Program
Description: Community service work alternative to detention, serving
approximately 1,000 youth annually. FTE: 3.0
Discretion Level 4, Discretionary
4. ADULT PROBATION SERVICES
Purpose: Investigation and supervision of criminal offenders referred b the courts.
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Investigation, evaluation and recommendations are also provided for probate matters.
127
FTE: 68.0 '
Level of Discretion: Varies by sub-program.
Gross Expenditures: $3,881,770 ,
Financing: $192,000
Net County Cost: $3,689,770 '
Funding Sources: Federal 3.7% $144,000
Fees 1.2% $48,000 '
Genetral Fund 95.1% $3.689,770
A. Investigations '
Description: Investigation and assessment of approximately 6,000 cases
annually for the Superior Court including recommendations regarding the
appropriate disposition of the case. The resulting written reports are utilized by
the court, district attorney, defense counsel, government institutions, the parole '
system, treatment programs, hospitals and clinics. FTE: 31.4
Discretion Level 1, No discretion
B. Court Probation Officers ,
Description: Provides information on probation cases to the judge to assist in
arriving at the appropriate disposition. FTE: 6.0
Discretion Level 3, Some discretion
C. Supervision '
Description: Supervision of an average of 1,200 convicted or diverted offenders,
serving to implement and monitor the specific and general conditions of probation.
FTE: 19.6
Discretion Level 3, Some discretion ,
D. Special Supervision
Description: Computer-assisted supervision of approximately 2,200 felons on
probation annually; placement and supervision of probationers in residential
treatment programs for substance abuse and mental disorders. FTE: 7.0
Discretion Level 3, Some discretion
E. Drug Grant
Description: Intensive monitoring of drug usage for 200 offenders annually. '
FTE: 4.0
Discretion Level 4, Discretionary (State-Funded)
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5. SPECIAL SERVICES
Purpose: Includes VictimA/Vitness Program, STC Training Program, affirmative action,
volunteer coordination and public i-iformation services.
FTE: 7.5
NLevel of Discretion: Discretionary.
Gross Expenditures: $454,030
Financing: $295,000
Net County Cost: $159,030
Funding Sources: State 65.0% $295,000
General Fund 35.0% $159,030
6. ADMINISTRATION
o Purpose: Services include fiscal and personnel management, central records,
automated systems, contract management, employee and facility safety, purchasing and
payroll, facility and office management, and resource development.
FTE: 7.0
Level of Discretion: Some discretion.
Gross Expenditures: $540, 570
Financing: 100
Net County Cost: $540,470
N Funding Sources: Other 0.0% $100
General Fund 100.0% $540,470
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PUBLIC DEFENDER/CONFLICT DEFENSE
FY 92-93
GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Conflict Defense $3,050,000 $3,050,000 0 1
Public Defender 7,572,155 7,530,030 83 1
TOTAL $10,622,155 10,580,030 83
e 1. CONFLICT DEFENSE
Purpose: Provide legal representation of indigents in conflict cases provided by
A appointed private attorneys. In addition, selected cases require the appointed of counsel
directly by the judges which also represent a mandated County cost.
FTE: 0
oLevel of Discretion: Non-discretionary; however, there is some discretion in the
organizational structure of the service provider.
AGross Expenditures: $3,050,000
Financing: 0
Net County Cost: $3,050,000
Funding Source: General Fund 100% $3,050,000
2. PUBLIC DEFENDER
a. Main Office
Purpose: Provides counsel, advice, and investigative work as needed in
mandated legal representation of indigent adult defendants in criminal
proceedings; of juveniles in Superior Court upon appointment by the Court or
request of the juvenile; and of persons involved in mental illness proceedings and
probate guardianships.
FTE: 72
Level of Discretion: Non-discretionary; however, there is some discretion in the
organizational structure of the service provider.
Gross Expenditures: $6,612,155
Financing: 42,125
Net County Cost: 6,570,030
Funding Sources: Fees .6% 42,125
General Fund 99.4% 6,570,030
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b. Alternate Defender Office '
Purpose: Provides counsel, advice, and investigative work as needed in ,
mandated legal representation of indigent adult defendants in criminal
proceedings; of juveniles in Superior Court upon appointment by the Court or
request of the juvenile; and of persons involved in mental illness proceedings and
probate guardianships.
FTE: 11 ,
Level of Discretion: Non-discretionary; however, there is some discretion in the
organizational structure of the service provider. '
Gross Expenditures: $ 960,000 1
Financing: 0
Net County Cost: 960,000
Funding Source: General (Fund 100% $960,000 '
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SHERIFF-CORONER DEPARTMENT
FY 92-93
e GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
Controlled Sub. Analysis $ 47,251 $ -0- 0 1
Coroner 981,780 939,280 10 2
Detention 27,130,175 24,064,573 356 2
Field Enforcement 36,687,138 23,468,039 473 1,2,3,4
Narcotic Forfeiture 529,703 -0- 3 1
e TOTAL $ 65,376,047 48,471,892 842
U1. CONTROLLED SUBSTANCE ANALYSIS (Budget Unit 0256)
Purpose: Provide criminalistics laboratory analysis of controlled substance in a timely
A fashion in order to increase the effectiveness of criminal investigation and prosecution.
u FTE: 0
Level of Discretion: Non-discretionary, restricted revenue.
Gross Expenditures: $47,251
Financing: 47,251
Net County Cost: 0
0
Funding Source: General Fines 100% 47,251
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2. CORONER (Budget Unit 0359)
Purpose: The primary task of this Division is the determination of cause of death,
specifically in the area of homicide, suicide, accidental and unexplained natural deaths.
Coroner's deputies are on duty 24 hours a day, 7 days per week, and make removal of
A the deceased from place of death to the Central Morgue. A new fee was instituted this
year for the removal of deceased persons; however, this Division has very little flexibility
in reducing personnel expenditures while maintaining an around-the-clock presence. The
Coroner is responsible for the operation of the County Morgue, the functions of which
are mandated by state law.
FTE: 10
133
Level of Discretion: Very limited discretion. '
Gross Expenditures: $981,780
Financing: 42,500
Net County Cost: 939,280
Funding Sources: Sale of Reports .8% 7,500
Removal Fee 3.6% 35,000
General Fund 95.6% 939,280
3. Detention (Budget Unit 0300) '
Purpose: The Detention Divisions prinnary function is the care and custody of sentenced
and unsentenced inmates who are incarcerated in the Division's three facilities. This
function includes the intake process and transportation to designated courts and other
jurisdictions. The Detention Division is the largest division in the department and its
budget represents almost exactly 150% of the Net County Cost of the Sheriffs
Department. The three holding facilities and alternatives to detention are as follows:
a. Main Detention Facility (MDF) - A 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. It currently holds about 700 inmates.
FTE: 178;
b. West County Detention Facility (WCDF) - The WCDF is an ultra-modern,
program-oriented facility for medium security prisoners, located in Richmond. It
houses about 500 pre-sentenced inmates. Inmates who present behavioral
problems are returned to the MDF in Martinez. FTE: 112;
C. Marsh Creek Detention Facility (MCDF) - Located in Clayton, this facility is
primarily responsible for the care, custody, and control of sentenced male
inmates, but unsentenced inmates may also be held at this facility. There are
currently about 300 inmates housed at this facility. FTE: 44; ,
d. Alternatives to Correction Bureau - 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 at no cost to the County, while relieving
housing costs associated with incarceration. Home Detention, and Sheriffs '
Parole are also included in 'this bureau. This program is 100% revenue
supported, and prevents detention costs form further escalating. FTE: 22.
FTE: 356 '
134
t
Level of Discretion: Very limited discretion.
Gross Expenditures: $27,130,175
Financing: 3,065,602
Net County Cost: 24,064,573
Funding Sources: Contract Law Enfor .2% 64,500
Cafeteria Receipts .2% 65,000
Intergovernmental Revenue .5% 137,157
Sundry Non-taxable Sales 1.1% 306,000
Misc Law Enforcement 4.2% 1,140,000
uCare of Prisoners 5.0% 1,352,945
General Fund 88.7% 24,064,573
4. Field Enforcement (Budget Unit 0255)
DDescription: Supports the basic law enforcement functions of the Sheriffs department:
patrol, investigations, criminalistics, communications, support services and administrative
econtrol.
a. Patrol Division - The Patrol Division's primary function is to provide 24 hour per
day law enforcement services to the unincorporated area of the county. In
addition, contract police services are provided to the cities of Danville, San
Ramon, Lafayette, and Orinda, and contract services are also provided to special
police districts throughout the county, AC Transit, and the Housing Authority.
These services are paid for by those agencies. Officers on patrol respond to
emergency calls for service through the 911 dispatch function, as well as provide
law enforcement services through self-initiated activity. The Division is broken
into County Patrol (132 FTE) and Cities/Districts/Grants/Contracts (94 FTE).
A In the unincorporated area, law enforcement services are coordinated through 4
station houses in the county (Oakley, Martinez, Alamo, and Richmond) which
provide a community based policing model. Each station house is commanded
Aby a Lieutenant, and the Lieutenants report to the Division Commander (Captain).
In addition to officers patrolling established areas, or "beats", the Division staffs
aa special enforcement "J" team (12 officers) which is able to provide a mobile,
flexible response to increasing crime patterns or special enforcement needs
throughout the county.
The Marine Patrol Bureau with two officers, remains responsible for patrol of the
navigable waterways within the county, and enforcement of all applicable laws.
FTE: 226
135
Level of Discretion: Very Limited Discretion. '
Gross Expenditures: $17,331,223
Financing: 9,367,404
Net County Cost: 7,96;3,819
Funding Sources: , Contracts 53.4% 9,253,904 ,
Other .4% 61,500
State .3% 52,000
General Fund 45.9% 7,963,819
b. Investigations Division - The responsibility of the Investigation Division is to
conduct follow-up investigation of all reported felony offenses and certain
misdemeanor offenses which occur in the unincorporated area of Contra Costa
County, as well as in the cities and districts that contract for investigative services. '
The objectives of such investigations are the identification and prosecution of
criminals responsible and the recovery of stolen property.
The Criminal Investigation Bureau is the largest bureau in the division and is ,
9 9
responsible for the investigation and preparation of evidence for the prosecution
of offenders involved in both felony crimes and cases involving juveniles. '
The Juvenile Assault/Sexual Assault Bureau is responsible for follow-up '
investigations of child abuse cases and all sexual abuse cases.
The Narcotics Bureau is responsible for follow-up investigations of patrol-initiated '
narcotics investigations. The Bureau coordinates a narcotics investigation program
which aids smaller police agencies in their investigations.
FTE: 35 '
Level of Discretion: Limited Discretion.
Gross Expenditures: $2,957,480
Financing: 205,458 ,
Net County Cost: 2,752,022
Funding Sources: Fee 6.9% 205,458 ,
General Fund 93.1% 2,752,022
C. Criminalistics Laboratory - The primary function of the Criminalistics Laboratory
is the objective examination, evaluation, comparison and interpretation of physical
evidence related to the investigation of crimes. The Lab provides physical
evidence examination to all government agencies in Contra Costa County. '
The General Criminalistics Bureau is responsible for the analysis of diverse types
of physical evidence and for the examination of crime scenes for the collection
and preservation of evidence in criminal cases.
136
U The Drug, Alcohol and Instrumentation Bureau has three major functions. The
first is the analysis of controlled substances seized by police officers. The second
a is the analysis of blood, breath, and urine samples for alcohol. The third function
is the analysis of physical evidence using highly sophisticated scientific
equipment.
The Property Bureau consists of two permanent employees but is responsible for
the storage, disposition, and record keeping of all property and evidence turned
Oover to them.
The Cal I.D. Bureau is a modern, sophisticated computerized system for the
pidentification of fingerprints. The CAL-ID Automated Fingerprint Identification
System provides a computer-based, rapid search of fingerprints in data bases
0 throughout California and eight western states for the purpose of criminal
identification. The Automated Latent Print System provides the same search
capabilities for crime scene latent prints.
eFTE: 43
OLevel of Discretion: Limited Discretion.
Gross Expenditures: $3,197,097
a Financing: 1,526,240
Net County Cost: 1,670,857
a Funding Sources: State 5.4% 175,038
Fees 9.7% 309,018
Other 32.6% 1,042,184
aGeneral Fund 52.3% 1,670,857
d. Support Services Division - Responds to citizens' requests for police, ambulance,
and other emergency services. Such calls for service are dispatched to patrol
units, ambulance companies, and other services providers. Indexing, storage,
aand retrieval of all department records, processing permits required by County
Ordinance or state law, and keeping crime statistics and warrants of arrest are all
included in this Division. This division is broken into three separate Bureaus:
1) Civil Bureau - Carries out the legal mandates of the Government Code and
Code of Civil Procedure to serve all process of the courts which are
delivered to the Sheriff. The Sheriff is legally obligated to exercise
reasonable diligence in attempting to effect service of process and may face
severe liability with regard to this function. The clerical staffing level in the
Civil Bureau was reduced by 50% in the FY 1992-93 budget and it has
become extremely difficult for the Sheriff to fulfill even the minimum level of
service required by the law. FTE: 12 FTE;
137
2) Communications Bureau: Represents the basic means for the public to '
contact and request public safety services. The Dispatch Bureau provides
the essential communications link to the operational units of the department, ,
including dispatching on numerous radio channels and handling computer
information requests. The personnel also dispatch for other agencies, such
as emergency medical and Animal Control, as well as several police '
departments through contracts. FTE: 53;
3) Records Bureau: Responsible for receiving all police reports, filing, and '
maintaining statistics regarding crimes for local, state, and federal reports.
Records is also responsible for maintaining booking records, compiling
criminal histories, and issuing permits and licenses in accordance with '
County Ordinance. The Division is also responsible for receiving warrants
of arrest from the courts, maintaining files and responding to inquiries from
law enforcement agencies, and updating various automated data bases at. '
local, state, and federal levels. The warrant function operates 7 days per
week, 24 hours per day. FTE: 16.
FTE: 81 '
Level of Discretion: Limited Discretion. '
Gross Expenditures: $5,738,343 ,
Financing: 1,780,183
Net County Cost: 3,958,160
Funding Sources: Expenditure Transfers 1.3% 75,745 '
Fees 25.7% 1,476,638
Fees 2.6% 152,800 ,
State 1.3% 75,000
General Fund 69.0% 3,958,160
e. Court Services Division - Reflects the consolidation of the marshal's office into the
sheriff's department in 1988. Provides bailiffing and court security services for ,
both the municipal and superior courts. This bureau is responsible for all security
in and around court buildings, and must provide officers for additional security at
all court appearances of high risk inmates. ,
FTE: 61
Level of Discretion: Very Limited Discretion, without judicial approval.
Gross Expenditures: $4,698,514
Financing: 0
Net County Cost: 4,698,514
Funding Source: General Fund 100% 4,698,514
,
138
f. Administration Division - Leadership and management of the department,
including personnel matters, budgetary control, enforcement of operational
standards, crime prevention services, and the analysis of crime trends. This
Division provides the central administrative support for the entire department. The
Division can be divided into three distinct elements:
1) Sheriffs central staff: Including the Sheriff and Assistant Sheriffs, this staff
is responsible for the day-to-day management of the department with respect
to personnel, budget, payroll, and labor relations. Of the remaining ten
positions, six are clerical to handle secretarial duties, central payroll,
reception, and records for over 800 employees. FTE: 13
2) Professional Standards: This bureau is responsible for coordination of state
mandated police and corrections training, review and revision of the
department manual, concealed weapons licensing, and all training records.
There are also two personnel assigned to conduct internal investigations
within the Sheriffs Department. In addition, the department's two information
Usystems/computer personnel are assigned to this bureau. FTE: 7
A 3) Field Operations: This bureau provides crime analysis information to
department units through the automated system, including crime trends and
patterns, suspect and vehicle identifications, and published crime information
0 bulletins. The bureau is also responsible for the collection and dissemination
of information relative to organized crime, terrorist activity, and unusual
illegal activity, as well as working with the Human Relations Commission on
the review of "hate" crimes in our county. FTE: 7
Two officers in this bureau are funded to teach D.A.R.E. programs in our
acounty schools.
FTE: 27
Level of Discretion: Discretionary.
4 Gross Expenditures: $2,764,481
Financing: 339,814
Net County Cost: 2,424,667
Funding Sources: State Revenue 5.8% 160,000
Fees 6.3% 175,064
Other .2% 4,750
General Fund 87.7% 2,424,667
139
5. Narcotic Forfeiture (Budget unit 0253) '
Purpose: Within the Investigation Division, the Asset Forfeiture Bureau provides the
necessary clerical support, and District Attorney/court liaison for tracking the assets of '
persons involved in narcotics crimes in addition to ongoing narcotics enforcement efforts,
to maximize forfeited assets to augment traditional law enforcement programs. Under
the law, in certain circumstances, these assets can be forfeited to support local law ,
enforcement efforts.
FTE: 3 '
Level of Discretion: Non-discretionary, restricted revenue.
Gross Expenditures: $529,70:1
Financing: 529,703
Net County Cost: 0 ,
Funding Sources: Seizures 100% 529,703
1
140
IISUPERIOR COURT
U
FY 92-93
GROSS NET COUNTY DISCRETION
PROGRAM EXPENDITURES COSTS POSITIONS LEVEL
U Superior Court Services 6,818,787 191,339 87 1,2,3,4
Change of Venue 0 0 0 1
Criminal Grand Jury 48,000 48,000 0 2
Grand Jury 55,429 55.429 0 4
TOTAL $ 6,922,216 294,768 87
A. SUPERIOR COURT SERVICES
D Purpose: Adjudicate all civil, criminal, and juvenile cases under its jurisdiction; provides
jury services to all courts in the County, including the Municipal Courts; operates an
arbitration program and a conciliation court; provides calendar services; provides
U secretarial and administrative support to judges, commissioners and referees of the
Superior Court, the Grand Jury, and the Criminal Grand Jury.
aFTE: 87
Level of Discretion: Discretion varies by program from discretionary (juvenile referee)
ato non-discretionary (criminal).
Gross Expenditures: $6,818,787
Financing: 6,627,448
Net County Cost: 191,339
Funding Sources: Expenditure transfers .8% 53,540
Trial Court Funding 85.8% 5,850,223
Court Filings 5.9% 400,000
Court Reporters 2.9% 200,000
Miscellaneous 1.3% 89,685
Permits .5% 34,000
General Fund 2.8% 191,339
141
2. CHANGE OF VENUE IN COUNTY (Budget Unit 0231) '
Purpose: Provides for Contra Costa County costs incurred because of cases '
transferred from another county to this County for trial.
FTE: 0 ,
Level of Discretion: No discretion.
Gross Expenditures: $ 0 ,
Financing: 0
Net County Cost: 0 '
Funding Source: General Fund 100% 0
3. CRIMINAL GRAND JURY (Budget Unit 0239)
Purpose: Examines evidence presented by the District Attorney and returns criminal
indictments directly to the Superior Court.
FTE: 0 ,
Level of Discretion: Discretionary.
Gross Expenditures: $48,000
Financing: 0 ,
Net County Cost: 48,000
Funding Source: General Fund 100% 48,000 r
4. GRAND JURY (Budget Unit 0238) ,
Purpose: Examines County accounts, reviews management of County departments, '
publishes its findings in an annual report. The Grand Jury may order special audits or
investigations.
FTE: 0
Level of Discretion: Some discretion. ,
Gross Expenditures: $55,429
Financing: 0 '
Net County Cost: 55,429
Funding Source: General Fund 100% 55,429
142
10 :30 a.m. $
H. 6
THE BOARD OR SUPERVISORS OF
CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Order on May _25, 1993 by the following vote:
AYES:
NOES:
(See below for vote)
ABSENT:
ABSTAIN:
-----------------------------------------------------------------
-----------------------------------------------------------------
SUBJECT: Phase I Budget Reductions for
the 1993-1994 Fiscal Year
Phil Batchelor, County Administrator, presented to the
Board this day his report and recommendations for the Phase One
Budget reductions for the 1993-1994 fiscal year. A copy of the
report is attached and included as a part of this document.
The Chair opened the hearing and the following persons
spoke:
Jim Hicks, AFSCME, 1000 Court Street, Martinez;
.Herb Putnam, Contra Costa Mental Health Coalition,
1747 Bishop Drive, Concord;
Henry L. Clarke, P. O. BOX 222, Martinez;
Jere Copeland, Local I, 118 Warwick Drive, #56,
Benicia;
John Wolfe, Contra Costa Taxpayers Association,
820 Main Street, Martinez;
;.Richard Lujan, United Council of Spanish Speaking
Organizations, 837 Arnold Drive, suite 100,
Martinez;
Brian Treadwell, Deputy Sheriff's Association,
` 1780 Muir Road, Martinez;
Barbara Bysiet, Family Stress Center, 2086
Commerce Avenue, Concord;
Cori Soares, Family Stress Center, 1831 Parsons
Lane, Antioch; and
Martena Rodriguez, 960 York Street, Pittsburg.
All persons desiring to speak were heard.
The Board discussed the feasibility of transferring
some of the cuts proposed for the Crime Lab to the Sheriff's
patrol; requiring the cities to fund their share of the services
provided by the crime lab; to review of the potential of funding
maintenance for drainage and crossing guard protection from the
road fund; the need to insure that gas tax money will not be
withheld if road funds are used to fund crossing guards; a
proposal for a cost recovery program for certain tasks related to
surveys and the mapping program of the Public Works Department;
the feasibility of expanding the Workfare Program to agriculture,
landscaping and trails construction including the associated
liability issues; a proposal to freeze merit and salary step
increases; restoration of the five vacant patrol positions in the
Sheriff's Department; a suggestion to reduce the overmatch in the
Health Services Department to the $37 million level; and a
- 1 -
further review of reductions proposed for the Cooperative
Extension Program and funds that could be saved from other
sources to maintain it.
In referring to the meeting this evening at the Beede
Auditorium in Antioch, Supervisor Powers expressed his desire to
adopt the recommendations of the County Administator at this
time. He therefore moved to approve staff's recommendations as
amended by eliminating the community services cut and putting
that into Phase II and putting the $248, 000 of retirement money
into the Probation Department to delay those cuts until Phase II.
The motion was seconded by Supervisor Smith.
Supervisor Torlakson recalled a previous budget
discussion in which the Board agreed to provide at the evening
meeting this day opportunity for further public comment on the
County Budget and that he would be inclined for the Board to
declare its intent and defer to this evening's session the formal
adoption of the Phase One Budget reductions as set forth in the
County Administrator's report.
Supervisors Powers and Smith agreed.
Therefore, in calling for the vote on the motion,
Supervisor Torlakson advised that the Board is expressing its
intent to adopt this motion in this form this evening. The vote
was as follows:
AYES: Supervisors Powers, Smith, Bishop, McPeak,
Torlakson
NOES: None
ABSENT: None
In addition, the Board requested the County
Administrator to report on June 8, 1993, on the following issues:
A. Merit and step increases.
B. Health Services overmatch.
C. Funding for Cooperative Extension.
D. Public Works issues -
1. Funding drainage maintenance and
crossing guard protection from the Road
Fund;
2. Mapping Program; and
3 . Cost recovery for certain surveyor functions.
E. Law and Justice issues.
F. Expansion of the Workfare Program for General
Assistance clients to include agriculture and
certain landscaping functions.
G. Patrol Function -
1. Vacant position and freeze policy; and
2 . Transferring patrol officers to jail to meet
jail staffing requirements.
H. Crime Lab - notify the cities of Phase I and Phase
II reductions.
During its evening session at the Beede Auditorium in
Antioch, the Board again considered the recommendations of the
County Administrator on the Phase One Budget reductions for the
1993-1994 fiscal year. Supervisor Bishop was not able to stay
for the consideration of this matter because of a prior
commitment. Supervisor Powers was absent.
2 -
Mr. Batchelor referred to the impact of the State
Budget on local jurisdictions and particularly Contra Costa
County. He commented on the establishment of a Risk Management
Department to control the costs of litigation and liability to
the County; establishment of the Office of Revenue Collection;
implementation of a program to require inmates to contribute to
their room and board, and supervision while under sentence; and
implementation of work related welfare programs. He stated that
State Law requires counties to have a balanced budget and
expressed concern that with the fiscal situation as it is there
will be a dismantling of many valuable programs.
Supervisor Torlakson noted that 99 positions are
scheduled to be eliminated. He referred to reductions in the
Sheriff's patrol and proposed saving those positions by reducing
the budget of the Crime Lab.
The following persons spoke:
Glen D. Williams, West Pittsburg Municipal Advisory
Council;
Brian Treadwell, representing the Deputy Sheriffs'
Association;
E. F. "Skip" Murphy, President, Peace Officers Research
Association, 1911 "F" Street, Sacramento 95814; and
Sherry Anderson, member of the Discovery Bay Municipal
Advisory Council.
All persons desiring to speak were heard.
There was discussion among Board Members on the need to
address the patrol staffing level; on the potential of
identifying another funding source for the crime lab and
allocation of those General Fund dollars to fund patrol services;
on identifying sources in East county for vehicle repair and
maintenance services; on a proposal to request the County
Administrator's office to assume the Law and Justice System
General Fund contribution of $290, 000; on negotiations with the
various unions on mandatory time off, and merit and step
increases; on review of the benefit packages for County
employees; on the feasibility of offering early retirement to
more employees; on the needs of the homeless population and the
closing of the North Concord Homeless Shelter; on funding for
various community srvice contracts, i.e. , Battered Women's
Alternatives, Rape Crises, and Suicide Prevention; on the need
for County Counsel to review the constitutionality of the
property tax raid by the State; and on the need to persuade the
State to pass two sales tax measures.
At the conclusion of the discussion, the Board APPROVED
the recommendations of the County Administrator as amended by
eliminating the community services cut and putting that into
Phase II and putting the $248, 000 of retirement money into the
Probation Department to delay those cuts until Phase II.
The vote was as follows:
AYES: Supervisors Smith, McPeak, Torlakson
NOES: No
ABSENT: Supervisors Powers, Bishop
3
In addition, the Board requested staff to report on the
following issues:
A. Explore the feasibility of obtaining vehicle
repair and maintenance services in East County.
B. Review of the allocation to the library from the
Special District Augmentation Fund.
C. Request the County Administrator to meet with the
Homeless Advisory Committee on closing of the
shelters on June 30, 1993, and the potential impact
of the budgets cuts on the 1993-1994 winter Shelter
Program.
D. Request the County Administrator to provide a
status report on employee suggestions with emphasis
on those having potential cost savings.
E. Request the County Administrator to provide a
status report on results of the review of the Ad
Hoc Committee and employee groups on performance
indicators.
F. Request County Counsel to review other County
lawsuits on property tax shift in view of
Proposition 98 and legality of sales tax proposed
by the Governor.
I hereby certify that this is a true and correct copy of
an action taken and entered on the minutes of tha
Boar"of Supervisors on the date shown.
ATTESTED:
PHIL BATCH- GR,Clerk of the 3oaro
cc• County Administrator of Supervisors and County Administrator
• County Counsel
Sheriff-Coroner 6y — — -- ,Deputy
Auditor-Controller
Personnel Department
4
TO: BOARD OF SUPERVISORS
Contra
AWr
FAOIA: Costa
Phil Batchelor, County AdministratorCounty
DATE *>�
May 25, 1993
SUBJECT:
PHASE ONE BUDGET REDUCTIONS
SPECIFIC REQUEST(S)OR RECOMMENDATION(S)i BACKGROUND AND JUSTIFICATION
RECOMMENDATIONS:
1. ACKNOWLEDGE that the State of California has cut $1.3 billion in property tax
revenue out of the funds available to local agencies for the 1992-93 fiscal year.
As a direct result of this action on the State's part, the Board of Supervisors had
to eliminate a deficit of $55.0 million out of the County's 1992-93 Budget and
eliminate 606 positions.
2. APPROVE the attached phase one budget reductions which total $20.5 in General
Fund costs, which represents the known problem at this point in time, and direct
the County Administrator to incorporate these changes in the 1993-94 Proposed
Budget. (Attachment 1)
3. ADOPT the attached resolution, setting forth the specific positions by classification
and department, which are to be eliminated effective June 30, 1993 as part of the
phase one reduction plans. (Attachment 2)
4. ESTABLISH June 22, 1993 as the date for adoption of the Proposed Budget for
fiscal year 1993-94, and direct the Clerk of the Board to prepare appropriate
notification.
5. DIRECT the County Administrator's Office to keep the Board advised of any
actions which are taken by the State Legislature and Governor's Office to balance
the state budget.
CONTINUED ON ATTACHMENT: YES SIGNATURE: t_j;VeV_
-RECOMMENDATION
OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
APPROVE OTHER
SIGNATUREISI:
ACTION OF BOARD ON APPROVED AS RECOMMENDED OTNER
, r
-2-
6. ACKNOWLEDGE the steps which have been taken by the Retirement Board to
share a portion of their earnings beyond their statutory requirements, on a one-
time basis, with employers, employees and retirees. This reduction in employer
contribution has been credited back to each department in proportion to the
department's responsibility for employer contributions to the retirement system.
Fire Districts, the County Library and other jurisdictions will receive their share of
this reduced contribution requirement on a pro rata basis.
BACKGROUND:
Despite the actions which have been taken to date, the Board of Supervisors has to be
in the position to act as expeditiously as possible to blunt the impact of layoffs when the
results of the State's efforts to address its; current deficit become known.
If the Board of Supervisors does not act now to eliminate the known problems with the
County's Budget, the magnitude of the problems will simply continue to grow the longer
we go without action. It appears essential at this time for the Board of Supervisors to
move as quickly as possible to reduce expenditures in order to save jobs and thereby
preserve what can be saved in terms of services levels for the public. Reductions need
to be made in order to be effective by July/ 1, 1993 so that the County is able to realize
a full year's savings from eliminating positions.
The precise size of the problem with which the Board will be faced in the 1993-94
Budget is unknown at this time. However, as recently as May 5, 1993, in a meeting with
city and county managers and elected officials, the Governor reaffirmed his opposition
to continuing the one-half cent sales tax which is due to expire June 30, 1993 and would
make no commitment to considering any alternatives that would minimize detrimental
cuts to local governments. To date, there has been little effort on the part of the
Legislature to explore alternatives such as the restructuring proposals advanced by the
Legislative Analyst's Office. There likewise has been little apparent effort to downsize
the State bureaucracy, increase productivity, consolidate State agencies or eliminate
State boards and commissions, although some legislative proposals along these lines
have been introduced.
The Governor's January estimate of a $7.5 billion deficit is now $10.0 billion or more by
many estimates. As recently as last week, the State Department of Finance
acknowledged that the downward reevaluation of property values due to the state of the
economy will decrease property tax revenue to school by $600 million, money which the
Legislature will have to replace - thereby adding to the deficit.
While we do not know the precise extent of the possible problem with which the Board
may be faced, in the 1992-93 (the current) fiscal year, the State reduced local revenue
by $1.3 billion. This translated into a $55.0 million problem for Contra Costa County.
f
-3-
Since the State is now proposing a reduction of twice that amount, or $2.6 billion for
local government, it may not be illogical to assume that the problem would be
approximately twice that level for the County.
Even with the historic level of budget reductions which were made by the Board of
Supervisors in the 1992-93 fiscal year, the County is still dealing with additional cuts
which are required because of the use of one-time revenues, such as crediting two years
of revenue from the Federally Qualified Health Center Program in one year and reducing
depreciation reserves in order to keep public health nursing, social work and police
services available to the general public, even if only for a portion of one year.
Calculation of Known Problem
Amount
In
Item Million
• Non-Recurring Revenues Increases $6.2 million
This category consists of revenues available in 1992-93 which will not be
available in 1993-94. The Health Services Department received $2.5 million in
SB-1255 state and federal monies for disproportionate share for Hospitals, and
back payments of $3.1 in federal monies for Federally Qualified Health Center.
Also, the Redevelopment Agency paid off a $600,000 loan to the General Fund.
• One-time Appropriation Decreases $1.0 million
The Health Services Department suspended payment for one year of$1.0 million
to the County's self insurance fund for medical malpractice insurance. However,
a contribution of at least $1 million will be required for 1993-94.
• General County Revenue Increases $<3.2> million
General County revenue will increase a meager 1.4% in 1993. The largest
revenue source is property taxes, which is estimated to increase only 2% due in
large part to estimated transfers of $1.5 million in additional revenues to
redevelopment agencies and to "no and low" property tax cities. Interest earnings
and most other significant revenue sources will remain flat or increase less than
2%.
• Fund Balance $3.3 million
The amount of General Fund monies not expended or obligated this fiscal year
and available next fiscal year will decline by $3.3 million due to declining
revenues and expenditure levels much closer to appropriation limits, reducing
available residual funds.
-
-4-
• Full Year Cost for Contractual Obligations $1.8 million
Although the County is currently meeting and conferring with employee
organizations to roll back salary and benefit costs in 1993-1994, the 3% COLA
granted to most employees in 1992-93 will apply for 9 months - from October 1,
1992 through June 30, 1993. However, in 1993-94 the 3% COLA will extend for
12 months for a net county cost increase of $1.8 million, including salary and
benefits.
• COLA Increase for Deputy Sheriffs Association $1.2 million
An annualized 3.75% COLA adjustment for the DSA amounts to $1.2 million net
county cost in 1993-94.
• COLA Increase for Nurses $.4 million
A 2% COLA adjustment for the Nurses bargaining unit amounts to a $400,000 net
county cost in 1993-94.
• Benefit Increases $2.3 million
The benefit cost adjustment for Health Plans, Social Security, Workers'
Compensation and Unemployment Insurance will increase the net county cost by
$2.3 million in 1993-94. Health Plan premiums constitute 80% of this increase
due to an anticipated 11% average increase in premium costs.
• Full Year Cost of Equity Adjustments Made in Mid 1992-93 $1.4 million
Appropriate adjustments will be made in impacted departments to reflect actual
full year costs of equity adjustments made during the 1992-93 fiscal year.
• Merits and Steps Increases $1.5 million
The cost of annual step increases for some employees and anticipated merit
increases for others, adds $1.5 million in costs for 1993-94.
• Facility and Utility Cost Increases $2.4 million
Unavoidable facility related expenses will cost the General Fund an additional
$2.4 million in 1993-94. This increase is attributable to increases in debt service,
utilities, facility rentals, contracts for services, taxes and supply costs.
-5-
Elections Costs $.6 million
The cost to run a primary election in June, 1994 will add $600,000 to General
Fund expenditures. Primary elections, unlike special elections, are not fully cost
reimbursable because counties cannot charge the state for this state level
election.
• Retiree Health Benefits $.6 million
The cost to continue health plan benefits to retirees will increase 12% over this
year's estimated cost. Nearly all of this increase is due to the rise in health
premium costs.
• Designation for Audit Exceptions $.5 million
In 1992-93, the audit exception account was reduced by $1,317,000 leaving
$780,000 available to cover pending audits in Social Services, Health Services
and Community Services. In fiscal 1993-94, given the aggressiveness of recent
state and federal auditors, the account needs to be partially restored.
• Liability Insurance Fund $.5 million
The county's self insurance fund for liability claims handling requires financing in
1993-94 at a level that is in accord with the recommendation of the actuary's
audits.
GRAND TOTAL $20.5 million
There are a number of additional factors that will increase the cost of operating the
County in 1993-94 which can not be actually identified at this time but will increase the
$20.5 requirements for the next fiscal year. An example of one additional concern that
may be facing the County in the future is the fact that two thirds of the general county
revenue is related to property taxes. There is increasing evidence of continued slow
growth in real estate valuation. The assessed valuation for 1993-94 is now
estimated at 3.3%, down from 5.3% this year, 8.1% in 1991-92, and 11.5% in 1990-91.
Moreover, requests for negative reappraisals have increased from 500 in 1989-90 to
4,287 this year. Negative reappraisals may cut more deeply than estimated into
projected property tax revenues for 1993-94.
As future information becomes available, additional reports will be brought back to the
Board.
' I
Allocation of the Known Problem ($20.5 million) to County Departments
Once the known problem has been identified, then the County is faced with the difficult
task of assigning or allocating the shortfall to the various County departments. A straight
forward, yet inequitable, methodology might be to assign the shortfall on an equal ratio
basis across all departmental lines. However, this would fail to take into account the
unique circumstances that impact certain departments. For example, some departments
have specific salary COLA's that are unique to them, such as the Deputy Sheriffs'
Association. Others have significant revenue allocations that are one time in nature and
can only be used in dedicated areas in the recipient department.
Therefore the methodology that is recommended for allocating the $20.5 million shortfall
is to take items that are general in nature, such as utility cost increases, retiree health
benefits, or insurance costs and spread them across the board.on a proportionate basis
according to net County costs.
Since the known problem of $20.5 million relates only to the County General Fund, it
was imperative to calculate each department's dependence on general purpose
revenues. This is necessary to sharpen -the focus on where adjustments need to be
made. It means the County is not dealing with fire districts, libraries, road funds,
enterprise funds or even with the entire $600,000,000 plus general fund. Instead it is
dealing with discretionary of less than $200,000,000 that is generated at the local level.
A net County cost figure is then determined by calculating the number of general
purpose dollars that are put into each budget unit to help support that operation. For
example, if a department had a million dollar budget and received $200,000 in fees
which it charged for its services, a $40,000 federal grant and a $300,000 state subsidy,
these would all be subtracted to produce a net County cost of $460,000. This
department's allocation of the known problem would only be against the $460,000 and
not against the entire $1 million departmental appropriation.
Listed below is the application of this methodology which was used to allocate each of
the costs itemized in the known problem section:
ADJUSTMENTS SPECIFIC TO DEPARTMENTS
• Non-Recurring Revenue Adjustments $6,200,000
If a department received a one-time source of revenue in the 1992-93 fiscal year
which will not be recurring in 1993-94, then the department so impacted was
asked to deal with this revenue adjustment as part of its budget shortfall target.
In the case of revenues that were riot specifically budgeted in a department's
-7-
budget but were placed in a General County Revenue budget, all departments
were asked to share in the loss of this revenue in proportion to the amount of net
County cost they received.
• Full-Year Costs for Contractual Oblations $6,300,000
In the case where certain classifications of employees are due for a cost-of-living
adjustment in accordance with multi-year contracts, such as the Deputy Sheriffs'
Association, the department which is impacted was asked to assume the financial
burden for the cost of these agreements. Other contractual obligations which
were allocated to the departments impacted included pay equity adjustments as
well as step and merit increases.
• One-Time Appropriation Decreases $1,000,000
If a department was able to achieve a one-time appropriation decrease in the
1992-93 fiscal year which would not be recurring in the following year, the specific
department who had the one-time benefit would be asked to absorb the increased
cost for the 1993-94 fiscal year.
• Benefit Increases $2,300,000
Each department was specifically asked to pick up the costs of benefit increases
for the employees in their department. This would include increases in such
areas as health insurance, social security benefits, workers' compensation and
unemployment insurance
ADJUSTMENTS SHARED ON A PRO RATA BASIS BY ALL DEPARTMENTS
• Physical Costs $2,400,000
All departments were asked to assume a proportionate share of the increased
costs of utilities, debt service and rents.
• Liability Insurance $500,000
The additional costs associated with the liability insurance program were shared
among all departments in proportion to the amount of net County cost that was
associated with their benefit.
-V-
• Retiree Health Benefits $600,000
The increased costs of retiree health premiums were borne by all departments in
proportion to the amount of net County cost they received.
•
Appropriation for Audit Exceptions $500,000
The increased costs of the audit exceptions appropriation account were shared
by all departments in proportion to the amount of net County costs they received.
• Elections Costs $600,000
The increased costs of a Primary Election over that of a General Election are
specific to the Election Department, but is something over which it has absolutely
no control nor ability to absorb in their small budget unit. Therefore, it was
recommended to be shared by all departments in proportion to the amount of net
County cost they received.
• Adjustments in Year-End Fund Balances $3,300,000
The local impact on Contra Costa County of losing its share of the
$1,300,000,000 that the State cut from local governments resulted in a
$55,000,000 adjustment being made to the 1992-93 budget. This resulted in the
creation of the most austere spending plan ever implemented in Contra Costa
County. As a result, it is anticipated that the year-end balances will be much
more modest than in previous years and this decrease was spread to all
departments proportionate to the amount of net County cost they received.
Revenue Increases ($3,200,000)
The above-mentioned increases in appropriation adjustments expected for 1993-
94 can be directly offset by any General County revenue increases anticipated for
the same period. Revenue increases specific to a particular department's
operation are usually restricted to being used to finance the specific programs that
are operated by that department. Therefore, they are not considered to benefit
any budget unit other than the ones in which they are budgeted. However,
revenue sources that are budgeted centrally, such as property tax, sales tax,
interest, etc., are distributed to all departments in proportion to the amount of net
County cost they receive.
GRAND TOTAL OF ADJUSTMENTS $20,500,000
-9-
Retirement Rates Paid by County
On May 11, the Retirement Board voted to transfer monies from its undistributed
earnings and contingency reserve to reduce retirement rates in 1993-94 for employers
and employees, and to supplement eligible retiree benefits. In addition, the Board voted
to transfer monies from its contingency reserves to further reduce the employer
retirement rates next year. The Board was responsive to testimony that the County
budget situation was bleak next year and that a large number of employees will be laid
off. The Board was also concerned that current retiree health plan program be
maintained.
The Retirement Board actions reduce the budgeted retirement costs for County
Departments by $8.5 million and Fire Districts by an estimated $1.5 million. The impact
on the General Fund translates to $5.4 million when adjusted for federal, state and other
revenue sources which finance retirement costs. Therefore, the $20.5 million deficit can
be reduced by $5.4 million to a revised total of $15.1.
Summary of Phase One Reduction Plans
Over the last six weeks, the staff of the County Administrator's Office and the
departments have worked closely in formulating phase one reduction plans. The
recommended plans are detailed by Department in the attachment. These Departmental
plans identify the amount to be reduced by program, the service impacts and the staffing
impacts.
In the aggregate, the reduction plans amount to a $20.5 General Fund cost decrease.
After applying the retirement credit, these plans will result in the elimination of 103 full
time positions and the reduction of 8 service contracts. In order to minimize service and
staffing impacts, revenues were increased by a total of $6.2 million.
Program Budgets
A detailed program budget of each County Department is included in a separate
document (Attachment 3). This document standardizes the information supplied to the
Board on April 20 and presents an extensive amount of service data in a more "user
friendly" format. For some Departments, additional information was developed on
programs and services.
' Attachment 1
PHASE ONE BUDGET REDUCTION PLANS
TABLE OF CONTENTS
GENERAL GOVERNMENT
ASSESSOR. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
AUDITOR-CONTROLLER. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
BUILDING INSPECTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
COMMUNITY DEVELOPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
COOPERATIVE EXTENSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
COUNTY ADMINISTRATOR (CAO). . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
CENTRAL SUPPORT SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . 18
COUNTY COUNSEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
GENERAL SERVICES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
LIBRARY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
PERSONNEL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
PUBLIC WORKS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
TREASURER-TAX COLLECTOR. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
HEALTH AND WELFARE
COMMUNITY SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
HEALTH SERVICES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
PRIVATE INDUSTRY COUNCIL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
SOCIAL SERVICE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
VETERANS SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
PUBLIC PROTECTION
AGRICULTURE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
ANIMAL SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
COUNTY CLERK. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
DISTRICT ATTORNEY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
LAW & JUSTICE SYSTEMS DEVELOPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
MUNICIPAL COURT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
PROBATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
PUBLIC DEFENDER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
SHERIFF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
SUPERIOR COURT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
ASSESSOR
Target NCC Reduction: $300,000
Retirement Credit: -153,049
Revised NCC Reduction: $146,951
iFY 92-93
Gross
Program Expenditures
Appraisal $4,192,296
Business 1,106,143
Support Services 2,023,648
Administrative Services 526,485
Gross Expenditures $7,848,572
Expenditure Transfers -33,355
Revenues -140,975
Net County Cost $7,674,242
FTE: 128
Recommended Phase I Reduction
1. Appraisal
Description: To ensure that all secured real and personal property within the
County has been accurately valued and entered on the regular and supplemental
assessment rolls.
FTE: 56
Adjustment: Reduce two vacant Appraiser positions for a savings of$146,951.
Impact: Elimination of 2 vacant positions will make it more difficult to process
the Assessment Roll in a timely manner.
2. Business
Description: To ensure all business personal property within the County has
been accurately reported and valued, and that the values have been entered on
the regular and supplemental assessment rolls.
FTE: 21
1
,
Adjustment: None
Impact: None
3. Support Services
Description: Enroll all valid exemptions on the annual and supplemental local
assessment rolls, provide data entry and drafting services to the department,
amend policies and procedures where necessary, and provide service to agencies
and private organizations and to the general public.
FTE: 45
Adjustment: None
Impact: None
4. Administrative Services
Description: Establish and administer policies relative to department operations
and provide administrative guidelines for carrying out these policies.
FTE: 6
Adjustment: None
Impact: None
Summary of CAO Recommendations
It is recommended that the budget reduction plan be approved as submitted by the
Department. The retirement credit of$153,049 will be used to minimize the elimination
of an additional 2 vacant positions. The County Administrator's Office is exploring the
feasibility of crediting the Department for property tax administration.
Net County
Cost FTE
Reduction Reduction
1. Appraisal Division $ 146,951 2.5
2. Business 0 0
3. Support Services 0 0
4. Administrative Services 0 0
$ 146,951 2.5
2
AUDITOR-CONTROLLER
Target NCC Reduction: $338,337
Retirement Credit: -45.966
Revised NCC Reduction: $292,371
FY 92-93
Gross
Program Expenditures
Support/County Operations $3,698,167
Support/All Jurisdictions 984,718
Statutory Responsibilities 400,538
Non-Statutory Responsibilities 133,279
Land Information 164.700
Gross Expenditures $ 5,381,402
Expenditure Transfers -893,890
Revenues -2,012,794
Net County Cost $ 2,474,718
FTE: 80
Recommended Phase I Reduction
1. Support of All County Jurisdictions
Description: Services provided by the Property Tax division in allocating and
accounting for property taxes and assessments.
FTE: 12.9
Adjustment: $217,248 in new revenue.
Impact: New revenues will be generated by charging taxing jurisdictions a
separate fee for placing requested special assessments on the tax roll.
2. Non-Statutory Responsibilities
Description: Provide positive benefits to the County including production of
comprehensive Annual Financial Report (CAFR), Tax and Revenue Anticipation
Notes (TRANS) program and the maintenance of County's revenue study
(formerly MSI).
FTE: 1.85
3
Adjustment: $75,123
Impact: Increase revenue for SB90 claims in 1993-94. The additional revenue
will minimize reductions in the Auditor's non-Statutory Responsibilities area.
3. Support of County Operations
Description: Financial services provided to all county departments; payroll,
accounts payable and auditing records.
FTE: 54.4
Adjustment: None.
Impact: None.
4. County's Statutory Responsibilities
Description: Handle the County's Welfare Accounting Unit, Child Support
Receipts Processing Unit and accounting support for the County's
Redevelopment Agency.
FTE: 8.85
Adjustment: None
Impact: None
5. Land Information System
Description: Provides computerized data related to the ownership, assessment,
zoning and development of real property.
FTE: 2
Adjustment: None
Impact: None
4
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan be approved. The retirement credit
of $45,966 will allow the department to retain 1 Clerical position.
Net County
Cost FTE
Reduction Reduction
1. Support of All County
Jurisdictions $217,248 0
2. Non-Statutory Responsibilities 75,123 0
TOTAL $292,371 0
The County Administrator's Office is exploring the feasibility of crediting the Department
for property tax administration.
5
BUILDING INSPECTION
Target NCC Reduction: 0
Retirement Credit: 0
Revised NCC Reduction: 0
FY 92-93
Gross
Program Expenditures
Inspection Services $2,314,365
Grading Services 363,295
Property Consrv. Housing Services 396,080
Administrative Support 1,017,227
Gross Expenditures $4,090,967
Expenditure Transfers -46,885
Revenues -4,044.082
Net County Cost $ 0
FTE: 57
Recommended Phase I Reduction
None. There are no General Funds allocated to this department.
1. Inspection Services
Description: Review plans, issue building permits and inspect the construction
of buildings to ensure construction of structurally sound buildings.
FTE: 32
Adjustment: None
Impact: None
2. Grading Services
Description: Check plans, issue grading permits, perform grading inspections
of minor/major subdivisions and individual's building projects, and investigate
grading complaints to ensure construction occurs on a safe foundation.
FTE: 5
6
Adjustment: None
Impact: None
3. Property Conservation Housing Services
Description: Respond to code compliance complaints, perform on-site
investigations of potential violations, abate hazardous structures, and provide
financial assistance to low and moderate income families performing housing
rehabilitation in order to ensure building and zoning code compliance of existing
structures, mobile homes and new construction.
FTE: 6
Adjustment: None
Impact: None
4. Administrative Support
Description: Provide administrative support, including a computerized land
information system, for the inspection, grading, code compliance, and housing
rehabilitation staff.
FTE: 14
Adjustment: None
Impact: None
SUMMARY OF CAO RECOMMENDATIONS
Net County
Cost FTE
Reduction Reduction
1. Inspection Services 0 0
2. Grading Services 0 0
3. Property Consrv. Housing Svcs 0 0
4. Administrative Support 0 0
TOTAL 0 0
COMMUNITY DEVELOPMENT
Target NCC Reduction: $19,151
Retirement Credit: -8.823
Revised NCC Reduction: $10,328
FY 92-93
Gross
Program Expenditures
Current Planning $5,150,248
Advance Planning 590,930
Transportation Planning 6,138,405
Conservation 2,008,460
Water 182,360
Recreation 160,000
Community Development Block Grant 2,581,290
Redevelopment 3.184.258
Gross Expenditures $19,995,951
Expenditure Transfers -3,327,009
Revenues -16,136,950
Net County Cost $531,992
FTE: 66
Recommended Phase I Reduction
1. Conservation
Description: Administration of Solid Waste Management, County Water Agency
and Recycling programs and provision of technical services related to water,
sewer, sanitary landfills and other environmental issues.
FTE: 10
Adjustment: $10,328 in reduced services and supplies and reassignment of staff
to revenue offset programs.
Impact: Reduction in staffing and support costs to the Fish and Wildlife
Committee to less than one-half of current service level.
s
2. Current Planning
Description: Regulation of land use and development in accordance with County
policy and applicable laws.
FTE: 21
Adjustment: None
Impact: None
3. Advance Planning
Description: Maintenance of a long-range policy planning process to anticipate
and respond to socioeconomic changes, new legal mandates and local priorities.
FTE: 3
Adjustment: None
Impact: None
4. Transportation Planning
Description: Development of an effective transportation network throughout the
County by planning for roads and other types of transportation systems on
Countywide corridor, area and neighborhood levels. Develop county Growth
Management Program.
FTE: 6
Adjustment: None
Impact: None
5. Water
Description: Development of County's water policy and administration of County
Water Agency.
FTE: 1.5
Adjustment: None
9
Impact: None
6. Recreation
Description: Administration of Community Assistance Mitigation funds for youth
recreation, family counseling and related projects in West Pittsburg and other
nearby communities negatively impacted by the Keller Canyon landfill.
FTE: 0
Adjustment: None
Impact: None
7. Community Development Block Grant
Description: Administration of federal funds for new housing, preservation of
existing housing, economic development, infrastructure improvements, and
neighborhood facilities.
FTE: 4
Adjustment: None
Impact: None
8. Redevelopment
Description: The design and implementation of plans for rehabilitating blighted
areas within the County with the goal of improving the physical, environmental
and economic viability of those areas.
FTE: 6
Adjustment: None
Impact: None
9. Support Activities
Description: Provide administrative and clerical support to departmental
programs.
FTE: 14.5
10
Adjustment: None
Impact: None
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan be approved as submitted by
Department. The retirement credit was used to decrease the cut to the Fish and Wildlife
Committee.
Net County
Cost FTE
Reduction Reduction
1. Conservation $10,328 0
2. Current Planning 0 0
3. Advance Planning 0 0
4. Transportation Planning 0 0
5. Water 0 0
6. Recreation 0 0
7. Community Dev Block Grant 0 0
8. Redevelopment 0 0
9. Support Activities 0 0
TOTAL $10,328 0
COOPERATIVE EXTENSION
Target NCC Reduction $31,710
Retirement Credit 2.540
Revised NCC Reduction $29,170
FY 92-93
Program Gross Expenditures
Youth Development $ 29,208
Family Education 29,208
Urban Horticulture 24,340
Agriculture 19,473
Livestock 0
Gross Expenditures $102,229
Expenditure Transfers 0
Revenues 0
Net County Cost $ 102,229
FTE: 2.1
Recommended Phase I Reduction
1. Youth Development
Description: 4-H volunteer program; comprehensive life skills training for
pregnant teens and "service learning" for young teens.
FTE: 0.6
Adjustment: $8,335
Impact: Cancellation of the 4-H Newsletter; minimization of the development of
tailored curricula for special audiences such as pregnant teens.
2. Family Education
Description: Nutrition, food security and family resource management education
aimed at low-income persons.
FTE: 0.6
Adjustment: $8,335
12
Impact: Reduction in the quantity of issues of newsletter; minimization of
development of tailored curricula anci in-person educational programs for special
audiences such as low-income persons.
3. Urban Horticulture
Description: Master Gardener volunteer program which provides consultant
services for back-yard gardeners and environmental centers.
FTE: 0.5
Adjustment: $6,945
Impact: Reduction in the quantity of issues of newsletter.
4. Agriculture
Description: Farm Advisor serves as primary link between farmers and the
research base of the University; helps to enhance production, protect the
environment and promote wise use of natural resources.
FTE: 0.4
Adjustment: $5,555
Impact: Reduction in the quantity of issues of newsletter.
S. Livestock
Description: Livestock Advisor serves as primary link between cattle producers
and public land managers and the research base of the University; provides
advice on grazing and land use.
FTE: 0.0
Adjustment: None recommended.
SUMMARY OF CAO RECOMMENDATIONS
The Cooperative Extension budget is unique because it represents a cooperative effort between
the County and the University of California to bring an out-of-school eductional program to
citizens of the county in the areas described above. By mutual agreement, the University
provides the professional staff and the County provides necessary support staff and supplies.
To put this budget into perspective, the County currently contributes about $103,000 or about
8% of the total program expenditures, as, compared to the 24% contribution made by the
County in FY 1983-84.
13
As a result of Phase I cuts, the Department will have to limit drop-in consultation services to
four afternoons per week.. Voluntary furlough will have to be increased for each of the three
clerks to avoid the layoff of any employee. Academic personnel which rely on clerical support
services will be required to divert time from academic to administrative tasks to compensate
for reduced clerical support.
Net County
Cost FTE
Reduction Reduction
1. Youth Development $ 8,335 0.06
2. Family Education 8,335 0.06
_ 3. Urban Horticulture 6,945 0.04
4. Agriculture 5,555 0.04
5. Livestock 0 0
TOTAL $ 29,170 .20
14
COUNTY ADMINISTRATOR
Target NCC Reduction: $180,416
Retirement Credit: -3_ 1
Revised NCC Reduction: $148,888
FY 92-93
Gross
Program E:xgenditures
Board Support & General Admin. $1,941,225
Cable TV & Community Public
Information 285,032
Affirmative Action Programs 124,392
Gross Expenditures $2,350,649
Expenditure Transfers - 187,095
Revenues - 808,178
Net County Cost $1,355,376
FTE: 24
Recommended Phase I Reduction
1. Board Support and General Administration
Description: Provide technical support, coordination and policy support for Board
of Supervisors, prepare and administer county budget special programs and
general overall management of the: County
FTE: 20
Adjustment: $ 30,090 in reduced costs
$103,798 in new revenue
Total $133,888
Impact: A decrease in funds for data processing will reduce the CAO's ability to
produce affirmative action analysis and management information reports required
by the Board of Supervisors.
Elimination of the Youth Services Coordinator contract will hinder implementation
of service integration designed to increase the cost effectiveness of service
delivery to families.
15
An overall reduction in professional specialized contracted services and
operational expense will limit the County Administrator's Office's ability to monitor
activities and analyze departmental operations. Revenue will be increased by
charging trust funds and CAO divisions for administrative-oversight. Staff will be
reassigned to the hospital replacement project, a non-general fund activity.
Charges for staff time will be made in the sales tax audit and landfill surcharge
programs.
2. Cable TV and Community Public Information
Description: Administration of Cable Franchises, and community access (Contra
Costa TV) and the Award of Excellence Programs.
FTE: 3
Adjustment: $15,000
Impact: Elimination of funding for the Award of Excellence Program will reduce
our ability to give County employees special recognition.
3. Affirmative Action Programs
Description: Coordination, implementation and evaluation of the various state,
federal, and court mandated affirmative action programs.
FTE: 1
Adjustment: None.
Impact: None.
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the County Administrator's reduction plan be approved. The
retirement credit of $31,528 was used to minimize the impact of reductions in Board
support and general administration functions.
16
Net County
Cost FTE
Reduction Reduction
1. Board Support & General Admin. $133,888 0
2. Cable TV & Community Public
Information 15,000 0
3. Affirmative Action Programs -0- 0
total $148,888 0
17
CENTRAL SUPPORT SERVICES
Target NCC Reduction: $ 97,995
Retirement Credit: -6.685
Revised NCC Reduction: $ 91,310
FY 92-93
Gross
Program Expenditures
Clerk of the Board $ 331,992
Data Processing 7,942,652
Emergency Services 448,437
LAFCO 189,556
Merit Board 67,644
Management Information 327,970
Plant Acquisition 941,500
Revenue Collection 1,326,579
Risk Management 1,687,063
Training Institute 167,270
Gross Expenditures $13,430,663
Expenditure Transfers -8,141,720
Revenues -3.328,391
Net County Cost $ 1,960,552
FTE: 155
Recommended Phase I Reduction
1. Clerk of the Board of Supervisors
Description: To provide staff support to the Board of Supervisors by recording
and compiling the actions of the Board taken in open session; maintaining the
official records; preparing the weekly agenda and summary; and maintaining the
a roster of various boards and committees.
FTE: 7
Adjustment: Demote Secretary to a Clerk-Experienced level position and charge
Public Works for services provided for $45,931 in reduced costs.
Impact: More difficulty retaining individuals and therefore higher turnover.
18
2. Data Processing
Description: Provide system analysis and development, implementation and
training, staff support to department's automated systems and other governmental
agencies.
FTE: 92
Adjustment: Adjustments will be made in conjunction with changes made by
departments paying for service.
Impact: Future impact will depend on other County departments reprioritizing of
data processing projects.
3. Emergency Services
Description: Provide planning, training and support services to help citizens and
agencies contend with a natural or human-caused disaster, including simulation
exercise drills.
FTE: 4.5
Adjustment: The Office of Emergency Services will not be replacing two
positions lost during current year.
Impact: None.
4. LAFCO
Description: Encourage orderly formation and development of local government
agencies and approve, amend or disapprove applications to create new cities or
special districts, and modify boundaries of existing agencies.
FTE: 2
Adjustment: LAFCO indicated they do not want to take any reductions.
Impact: None.
5. Merit Board
Description: To hear and make determinations on appeals of employees and
oversee the merit system to ensure that merit principles are upheld.
FTE: .5
19
Adjustment: $6,868
Impact: A new charge for use of copy machine from non-general fund source
and a reduction in various services and supplies accounts will allow the Merit
Board to meet the Phase One cut.
6. Management Information System
Description: To provide funding for the most critical and cost beneficial
automation projects which have no other funding source; and to fund on a no-
interest loan basis programs that improve productivity and save money for County
departments.
FTE: 0
Adjustment: $8,199
Impact: Reduce by 10% funds for project design to improve the County's payroll
system.
7. Plant Acquisition
Description: Plan, design and construct various repair, improvement and
construction projects for County facilities using in-house staff, consultants and
contractors.
FTE: 0
Adjustment: $23,538 in reduced costs.
Impact: Continue to decrease funds designated for improvements, maintenance
and repairs for over 300 buildings used for County activities.
8. Revenue Collection
Description: To provide revenue collection services and operate a centralized
billing program.
FTE: 24
Adjustment: This program generates revenue for many County departments and
a reduction would be counter productive.
20
Impact: Future impact will depend on other County departments' budget
reduction.
9. Risk Management
Description: To administer insured and self-insured medical, dental and long-
term disability programs, life, unemployment and state disability insurance
programs, deferred compensation, direct deposit and VDT eye screening, to
manage the County's loss control program (Automotive, General Liability and
Medical Liability), workers' compensation, employee rehabilitation program; to
fund the County general liability self-insurance program and other losses
settlement and judgements which -the County must pay.
FTE: 22
Adjustment: This division handles the County's self-insured programs and
receives funds from Health and other departments against medical mal-practice,
general liability to help fund various benefits trust funds.
Impact: None
10. Training Institute
Description: Employee and organizational development
FTE: 3
Adjustment: $6,774
Impact: A reduction in services and supplies for operational expense will mean
a slightly reduced level of service.
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the Divisions' of the County Administrator's Office budget
reduction plans be approved. The retirement credit will be used to lower the impact of
the Clerk of the Board and Merit Board's reductions.
21
Net County
Cost FTE
Reduction Reduction
1. Clerk of the Board $ 45,931 0
2. Plant Acquisition 23,538 0
3. Merit Board 6,868 0
4. Management Information 8,199 0
5. Training Institute 6,774 0
6. Revenue Collection 0 0
7. Emergency Services 0 0
8. LAFCO 0 0
9. Risk Management 0 0
10. Data Processing 0 0
TOTAL $91,310 0
22
COUNTY COUNSEL
Target NCC Reduction: $183,387
Retirement Credit: -22.966
Revised NCC Reduction: 160,421
FY 92-93
Gross
Program Expenditures
General Government $ 565,120
Social Service-Probate 584,387
Courts/Public Protection 214,155
Outside Clients/Other 170,447
Public Protection/Community 535,688
Health/Sanitation 245,150
Risk Management/Tort Unit 120.000
Gross Expenditures $2,434,947
Expenditure Transfers -574,495
Revenues -905,456
Net County Cost $ 954,996
FTE: 28
Recommended Phase I Reduction
1. General Government/Retirement System
Description: To provide legal services necessary for the continued operation of
the County Administrator, Board of Supervisors, Auditor-Controller, Retirement
Board, and other basic County departments.
FTE: 6.2
Adjustment: County Counsel is proposing to charge Retirement Board the total
cost of providing legal services. This proposal and other revenue increases will
equal $160,421.
Impact: A decrease in time spent on General Fund projects will result in
increased liability exposure, and adverse hearing decisions for General Fund
departments.
23
2. Social Service - Probate
Description: Legal services for Social Service Department activities (adoptions,
dependent Children, assistance, etc.) and to the District Attorney - Public
Administrator.
FTE: 6.5
Adjustment: None.
Impact: None.
3. Courts/Public Protection
Description: Legal services provided primarily for the courts and County's justice
system.
FTE: 2.5
Adjustment: None.
Impact: None.
4. Outside Clients/Other
Description: Legal services provided to public clients and departments including
Community Services, County Service Areas, Housing Authority, Community
Access Television, Miscellaneous Districts, Local Agency Formation Commission,
Library, Private Industry Council, Schools, and Water Districts.
FTE: 1.9
Adjustment: None.
Impact: None.
5. Public Protection/Community
Description: Legal services for programs designed to protect the general public
and enhance its environment.
FTE: 6.2
Adjustment: None.
24
Impact: None.
6. Health and Sanitation
Description: Legal services provided to the Health Services department and
sanitation districts.
FTE: 2.7
Adjustment: None.
Impact: None.
7. Risk Management/Tort Unit
Description: To provide tort litigation services in-house and supervise outside
tort litigation attorneys in conjunction with Risk Management.
FTE: 2
Adjustment: None.
Impact: None.
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan be approved as submitted by
Department. The retirement credit of $22,966 will increase County Counsel's ability to
service General Fund departments.
Net County
Cost FTE
Reduction Reduction
1. General Government $160,421 0
2. Social Service-Probate 0 0
3. Courts/Public Protection 0 0
4. Outside Clients/Other 0 0
5. Public Protection/Community 0 0
6. Health & Sanitation 0 0
7. Risk Management/Tort Unit 0 0
TOTAL $160,421 0
25
GENERAL SERVICES
Target NCC Reduction: $289,150
Retirement Credit: -15,438
Revised NCC Reduction: $273,712
FY 92-93
Gross
Program Expenditures
Purchasing $ 517,045
Communications 4,263,940
Fleet Services 6,777,047
General Property 12,480,240
Buildings and Grounds 34,977,976
Central Services 1,790,356
Administration 1.036,634
Gross Expenditures $61,843,238
Expenditure Transfers -43,326,403
Revenues -6.800.169
Net County Cost $11,716,666
FTE: 249
Recommended Phase I Reduction
1. Buildings and Grounds - Custodial Services
Description: Clean, replace lamps and wash windows for County maintained
buildings.
FTE: 164
Adjustment: $23,662, 1 Vacant Custodian II.
Impact: County custodial labor hours will be further reduced, which will impact
the ability of staff to do basic building cleaning.
2. Buildings and Grounds - Maintenance
Description: To fund the maintenance of County buildings and facilities,
including custodial, grounds, operating engineers and crafts, architectural
services, leasing and property management, traffic signal maintenance and
resource recovery.
26
1-
Adjustment: $121,460, 2 Vacant Carpenters
Impact: Reduction of staffing in general funded buildings will make it more
difficult to handle building problems and cause delays in services provided.
3. Communication - Radio and Telephone Communications Services
Description: Installation, maintenance and servicing of communications
equipment for County departments and contract agencies.
FTE: 19
Adjustment: $47,717, 1 Clerk-Experienced Level
Impact: In addition to laying oif 1 FTE Clerical position, the work of 1
Communications Equipment Installer will be diverted from general funded radio
installation to non-general funded alarm and data work, which will result in some
delays to customer departments.
4. Fleet Services
Description: Maintenance and repair services including emergency repairs.
FTE: 24
Adjustment: $1,253, 1 Apprentice Mechanic downgraded to Equipment Service
Worker.
Impact: By downgrading a position, it will make it more economically inefficient
to provide services to fleet operations.
5. General Services Administration
Description: To provide administrative services to each division.
FTE: 14
Adjustment: $95,813 1 Vacant General Services Director
$61,949 less revenue
Total $33,864
Impact: The elimination of a management position will reduce the supervision,
planning and control in the facilities area.
27
6. Purchasing
Description: To provide a program of centralized purchasing of goods,
equipment and services for the county and other local agencies, and the sale
and/or disposal of surplus equipment.
FTE: 8
Adjustment: $45,756
Impact: Increase revenue from Health Services capital funded hospital
replacement project.
7. Central Services
Description: Provide fast copy, printing bindery, and duplicating services; U.S.
mail and inter-office delivery; ordering of office supplies; inserting; and
microfilming services to County departments and other governmental agencies.
FTE: 20
Adjustment: None
Impact: None
8. General Property
Description: Provide for costs to include: general funded buildings and grounds,
maintenance, debt service, utilities and rents; vehicles telephones, and
communication services revenue leases for various County properties and
departments.
FTE: 0
Adjustment: None
Impact: None
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan be approved. The retirement credit
of $15,438 will be used to lower the impact of the department's overall reductions.
28
Net County
Cost FTE
Reduction Reduction
1. Administration $ 33,864 1
2. Purchasing 45,756 0
3. Communication 47,717 1
4. Buildings & Grounds-Custodial 23,662 1
Buildings & Grounds-Maintenance 121,460 2
5. Fleet 1,253 0
6. Central Services 0 0
7. General Property 0 0
TOTAL $273,712 5
29
LIBRARY
FY 92-93
ProQ ram Gross Expenditures
Administration $ 1,897,870
Branch & Extension Services 5,717,901
Central Library 1,989,538
Community Relations 198,455
Support Service $ 1.319.126
Gross Expenditures $11,122,890
Total Library Revenues 11122.890
Net County Cost $ 0
FTE: 156
Recommended Phase I Reduction
The County Library is operated under a non-general fund budget unit using
restricted revenues, which are budgeted in budgets 0008 and 0113.
County Library Service (Budget Unit 0620)
Description: Provide comprehensive library services to County residents except
residents in the City of Richmond, which has its own city operated library. The County
library is a special district which is funded primarily with property tax revenues that are
restricted solely for the support of the library. Accordingly, the library budget is based
on the estimated property tax revenue and certain other miscellaneous revenues such
as state and federal grants, fines and donations.
FTE: 156
Adjustment: None, see comments below.
Impact: None.
SUMMARY OF CAO RECOMMENDATIONS/COMMENTS
No cuts are necessitated in Phase One, due to restricted fund balance revenue.
Therefore the Department's retirement credit of$155,529 will be held pending state cuts.
The FY 1993-94 total requested budget is $10,454,300, $516,700 more than the
$9,937,600 estimated for county library taxes. The Department will use restricted FY
1992-93 rollover to cover the revenue shortfall. However the $2.7 million in special
district funds along with the property tax base, which are both in jeopardy, could mean
up to a $4 million dollar cut for the Library in Phase Two cuts.
30
PERSONNEL
Target NCC Reduction: $128,796
Retirement Credit: -43.938
Revised NCC Reduction: $ 84,858
FY 92-93
Gross
Pro ram Expenditures
Employee Relations $ 364,094
Employee & Org Dvlpmt (Training) 39,153
Records 291,609
Recruitment & Selection 622,502
Classification & Compensation 528,431
Career Dev Employ Prog (CDEP) 113,379
Pay Equity 5,890
DP/Copers/Benefits System 551,346
Merit Board 5,016
General Administration 154,211
Benefit Programs 1,571,738
Contra Costa Health Club 278.694
Gross Expenditures $4,526,063
Expenditure Transfers -328,168
Revenues -2.798,857
Net County Cost $1,399,038
FTE: 40
Recommended Phase I Reduction
1. Employee Relations
Description: To negotiate and maintain memoranda of understanding with
eleven employee organizations representing thirty bargaining units.
FTE: 3
Adjustment: Reduce consulting costs by $15,000
Impact: Reduction in funding available for outside consultants, hearing officers
and arbitrators.
31
2. Career Development Employment Program (CDEP)
Description: Identifies and recruits individuals who either reside in North
Richmond or are referred from community service organizations. Following
examination, individuals are placed on an employment list for appointment to
entry-level training positions for one year.
FTE: 2
Adjustment: $34,929 in reduced temporary salaries, service and supply
accounts, and reassignment of staff to mandated programs.
Impact: The proposed cut will virtually eliminate the CDEP, reducing public
service hours at both Richmond Outreach Recruitment Office and central
administration office.
3. General Employment - Services to Other Departments (Includes
Classification & Compensation, Recruitment & Selection, Records)
Description: Develops job descriptions, classifies positions into appropriate job
classification and recommends to the Board the allocation of positions by class
with appropriate salaries. Recruits applicants for County employment, develops
job-related selection devices and establishes employment lists from which
employees are hired. Refers eligible applicants from employment lists to
Countywide job vacancies and maintains centralized personnel records for the
County.
FTE: 24.65
Adjustment: $34,929 in reduced data processing projects and other service and
supply accounts.
Impact: Reduce personnel services to County departments and continue efforts
to streamline the merit system, such as delegating preparation and tracking of
merit reports to operating departments.
4. Employee & Organizational Development
Description: Provides organizational and management development training and
consultation for all County departments and outside public agencies.
FTE: 0
Adjustment: None
32
Impact: None
5. Pay Equity
Description: Determine which job classes should receive a salary adjustment
and the amount of the adjustment, in order to make the class's pay equitable to
similar classes. Recommendations are based on a multi-year, Countywide study.
FTE: 0
Adjustment: None
Impact: None
6. Data Process ing/Copers/Benefits System
Description: Automated systems designed to facilitate more efficient and
effective implementation of the Personnel function.
FTE: .75
Adjustment: None
Impact: None
7. Merit Board
Description: Provide administrative support to the Merit Board. The Merit Board
hears and makes determinations on appeals of employees from orders and
actions of dismissal, suspension or reduction in rank or compensation, and related
matters. The Merit Board's overall purpose is to oversee the merit system to
ensure that merit principles are upheld.
FTE: .1
Adjustment: None
Impact: None
33
8. General Personnel Department Charges to Revenue Offset Benefit Programs
Description: Overhead charges to benefit program for services and supplies
provided by the Personnel Department.
FTE: 0
Adjustment: None
Impact: None
9. Benefit Programs
Description: Administer insured and self-insured medical, dental, long-term
disability and other benefit programs, employee wellness and health promotion,
and child care programs.
FTE: 9.5
Adjustment: None
Impact: None
10. Contra Costa Club
Description: Operation of a health and fitness facility in Martinez designed to
expand employee physical fitness and health related activities thereby increasing
employee productivity while lowering health care and insurance costs through
fewer on- and off-the-job injuries, fewer Workers' Compensation claims,
decreased absenteeism, and lower turnover rates.
FTE: 0
Adjustment: None
Impact: None
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan be approved as submitted by the
Department. The retirement credit will be used to lessen the reduction to mandated
general employment programs.
34
Net County
Cost FTE
Reduction Reduction
1. Employee Relations $ 15,000 0
2. Career Dvlpmnt Employment Program 34,929 0
3. Services to Other County Depts 34,929 0
4. Employee & Org Dev (Training) 0 0
5. Pay Equity 0 0
6. DP/Copers/Benefits System 0 0
7. Merit Board 0 0
8. General Admin-Benefits 0 0
9. Benefit Programs 0 0
10. Contra Costa Club 0 0
TOTAL $ 84,858 0
35
PUBLIC WORKS
Target NCC Reduction: $24,581
Retirement Credit: -5.082
Revised NCC Reduction: $19,499
FY 92-93
Gross
Program Expenditures
Road Engineering & Construction $22,077,908
Road Maintenance 18,038,586
Engineering Services 3,300,703
Drainage 2,392,285
Airport 8,082,696
Administration & Real Prop. Svcs. 1.207.822
.Gross Expenditures $55,100,000
Expenditure Transfers -8,883,858
Revenues -45.665,780
Net County Cost $ 550,362
FTE: 316
Recommended Phase I Reduction
1. Road Engineering - Construction
Description: Develop pians for specific road projects, obtain financing, and
construct new roads or improve existing roads to facilitate safe, properly regulated
traffic and pedestrian movements. Provide for school crossing guards in the
unincorporated area of the County.
FTE: 61
Adjustment: Transfer program costs of$19,499 for school crossing guards from
General Fund to Road Fund.
Impact: No negative impact to school crossing guard program because costs to
be offset by charges to Road Fund.
2. Road Maintenance
Description: Maintain the County's road system at a safe and usable condition.
FTE: 109
36
Adjustment: None
Impact: None
3. Engineering Services
Description: Provide engineering services and regulation of land development.
Mapping and drafting services provided for the County Base Map that shows
roads, parcels, addresses, etc. of all parcels in the unincorporated area and cities.
Additional activities include the County Surveyor function and records.
FTE: 28
Adjustment: None
Impact: None
4. Drainage
Description: Provides drainage maintenance for County owned drainage
facilities in the unincorporated area and engineering assistance to citizens
regarding drainage matters. Coordinates the development and installation of new
infrastructure to insure flood control and drainage protection to the public.
FTE: 60
Adjustment: None
Impact: None
6. Airport
Description: Operation and capital development of Buchanan Field and Byron
Airports.
FTE: 16
Adjustment: None
Impact: None
37
6. Administration & Real Property Services
Description: Provide administrative support services to all of the department's
operating divisions and manage special districts excluding Flood Control District.
Provision of real property services to other County departments and other
jurisdictions.
FTE: 42
Adjustment: None
Impact: None
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan be approved as submitted by
Department. The retirement credit was used to eliminate some of the base mapping
program FY 1992-93 deficit.
Net County
Cost FTE
Reduction Reduction
1. Road Engineering $ 19,499 0
2. Road Maintenance 0 0
3. Engineering Services 0 0
4. Drainage 0 0
5. Airport 0 0
6. Administration & Real Property 0 0
TOTAL $ 19,499 0
38
TREASURER-TAX COLLECTOR
Target NCC Reduction: $ 51,192
Retirement Credit: 15.427
Revised NCC Reduction: $ 35,765
FY 92-93
Gross
Program Expenditures
Treasurer $ 473,599
Tax-Collections 1,649,337
Business License 68,344
Gross Expenditures $2,191,280
Expenditure Transfers -0-
Revenues 1.192,669
Net County Cost $ 998,611
FTE: 30
Recommended Phase I Reduction
1. Tax Collections
Description: Collect property taxes for all cities, school districts, special districts
and County government.
FTE: 21.5
Adjustment: $35,765 increased revenue.
Impact: The Tax-Collector may receive increased revenues for new special
assessments. Fees from new assessments are split between the Auditor and the
Treasurer-Tax Collector. Additional revenue can be applied to Phase II budget
reduction plan.
2. Treasurer
Description: The Treasurer administers a comprehensive investment program
for the County and districts to ensure maximum yield for the investment of all
funds available to the office.
FTE: 7
Adjustment: None
39
3. Business License
Description: The Business License Ordinance requires the Tax Collector to
collect a business tax fee from any entity engaged in any activity in the
unincorporated area.
FTE: 1.5
Adjustment: None
Impact: None
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan be approved. The retirement credit
of $15,427 was used to reduce the department's reduction amount. The County
Administrator's Office is exploring the feasibility of crediting the department for property
tax administration.
Net County
Cost FTE
Reduction Reduction
1. Tax Collections $ 35,765 0
2. Treasurer 0 0
3. Business License 0 0
TOTAL $ 35,765 0
40
COMMUNITY SERVICES DEPARTMENT
Target NCC Reduction: $24,471
Retirement Credit: 995
Revised NCC Reduction: $23,476
FY 92-93
Procram Gross Expenditures
Community Services Block Grant (CSBG) $ 418,845
Child Development 3,043,279
Department of Energy Weatherization 88,920
Head Start 3,986,310
Low Income Housing Energy Assistance Program (LIHEAP) 527,993
Pre-School Grants 861,894
Stewart B. McKinney Homeless Programs 64,036
Gross Expenditures $ 8,991,277
Expenditure Transfers 79,625
Revenues 8,830.523
Net County Cost $ 81,129
FTE: 216
Recommended Phase I Reduction
1. Community Services Block Grant Contracts
Description: Services to low-income residents including information and
referral, translation, job training and counseling. The program also includes
grant research and development.
FTE: 6
Adjustment: Reduce Community Services Block Grant (CSBG) contracts for a
savings of $23,476. The following contractors would have their CSBG contract
reduced by 22%:
Contractor 1993 Contract Reduction
Cambridge Community Center $ 15,610 $ 3,390
Family Stress Center 11,270 2,447
North Richmond Neighborhood House 12,732 2,765
Pittsburg Pre-School Coordinating Council 22,400 4,865
United Council of Spanish-Speaking Organizations 46,087 10.009
TOTAL $ 108,099 $ 23,476
41
Impact: CSBG contractors provide safety net services to low-income residents,
such as information and referral and translation. According to the Department,
CSBG contractors have indicated that they are unable to take any further
cutbacks due to the stress it has placed on their abilities to provide services.
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the Phase I budget reduction plan be approved as submitted.
Net County
Cost FTE
Reduction Reduction
1. CSBG Contracts $23,476 0
42
HEALTH SERVICES DEPARTMENT
Target NCC Reduction: $ 9,709,094
Retirement Credit: 1,870,965
Revised NCC Reduction: $ 7,838,129
FY 92-93
Pr ram Gross Expenditures'
Hospital and Clinics2 $ 125,422,196
Mental Health 42,639,406
Contra Costa Health Plan 42,828,643
Public Health 24,015,284
Drug Abuse Services 7,527,397
Alcohol Abuse Services 5,659,675
Detention Health Services 5,065,216
Environmental Health 5,582,801
California Children's Services 4,543.164
Gross Expenditures $ 263,283,782
Expenditure Transfers 1,816,739
Revenues 206,015.850
County Contribution $ 55,451,193
Less Motor Vehicle License Fees 15,900,000
Net County Cost $39,551,193
FTE: 2,1563
'Based on departmental projections.
2Excluding fixed assets.
3Total annualized paid hours, including overtime, divided by 2,080.
Recommended Phase I Reduction
1. Revenue Enhancements
Description: Pending realignment legislation, SB 1255 and/or SB 855 could
generate significant revenues for the Department. The Bergeson bill would reset
the base funding level for realignment revenues to FY 91-92, which could result
in up to $4.8 million for the Department. In addition, both SB 1255 and SB 855
(disproportionate share hospital funding) have resulted in substantial revenue in
FY 92-93 ($3 million and $8 million respectively). Revenues in excess of FY
92-93 revenues will be applied to the net county cost reduction.
43
Adjustment: Revenue enhancements are not certain at this time.
Consequently, it is prudent to be conservative in assessing the value of these
revenue enhancements. At this time, the Department believes that $4.7 million
in additional revenues may be achievable.
Impact: No negative impact at this time. However, revenue enhancements will
need to be re-evaluated for the Phase II budget hearings.
2. Mental Health - State Hospital Contract
Description: Institutional care of 73 severely mentally ill patients. Until this
year, the County was legally required to contract with the state hospital for care
of a fixed number of mentally ill patients.
Adjustment: Cost of care will be reduced $1-2million by transferring patients
from Napa State Hospital to private contractors. Two variables affect savings
potential: timing and contractor mix. At this time, the Department is working
with Alameda County, regional and other contractors to secure the appropriate
mix of placement beds.
Impact: No negative impact because services to these patients will be
provided in their own community.
3. Mental Health - Administration/Management
Description: Management, supervision and support of line staff.
FTE: 26.9
Adjustment: Eliminate 6 FTE positions and 1 personal services contract for a
net County savings of $467,000.
Impact: May delay response time and grant development and reduce staff
training and development. The elimination of the Utilization Review staff may
result in audit exceptions.
FTE Reduction: 6
4. Mental Health - Eliminate SB 155 Supplemental Payments
Description: Supplemental payments to Board and Care Home operators for
supplemental transportation, personal and social skills development, and close
supervision for mentally disabled adults.
Adjustment: Elimination of the supplemental payments for extra services for a
cost $320,000.
44
Impact: May result in increased hospitalization and placement difficulties.
5. Drug Abuse Services - Reduce Administration
FTE: 7.9
Description: Supervision and support of line staff.
Adjustment: Eliminate 1 FTE Drug Abuse Counselor for a net County savings
of $62,000.
Impact: This will result in a lessened ability to adequately monitor programs
and provide cost effective services in a quality manner.
FTE Reduction: 1
6. Alcohol Abuse Services - Contract Out the "Driving Under the Influence"
(DUI) Program
FTE: 21
Description: Individual and group counseling to people convicted of driving
under the influence of alcohol.
Adjustment: Execute a contract to provide these services with an estimated
net County savings of $340,000.
Impact: Service levels will remain the same; however, approximately 21 FTE
County positions would be eliminated.
FTE Reduction: 21 FTE
7. Alcohol Abuse Services - Reduce Administration
FTE: 3.1
Description: Management, supervision and support of line staff.
Adjustment: Eliminate 2 FTE positions for a net County savings of $107,000.
Impact: May result in a lessened ability to adequately monitor programs and
provide cost-effective services in a quality manner.
FTE Reduction: 2
45
8. Alcohol Abuse Services — Close Hilltop Office
Description: Office space for the "DUI" and the Alcohol Intervention and
Recovery Services (AIRS).
Adjustment: With the DUI program contracted out (see #6 above) the AIRS
program can be moved to less costly space for a net County savings of
$50,000.
Impact: No negative impact to patient services.
9. Environmental Health — Modify Collection Program
FTE: 66.4
Description: Billing and collection of existing permit/license fees.
Adjustment: Strengthen the enforcement procedures in the billing and
collection of fees. This would result in an estimated savings of $200,000.
Impact: Board action may be required. May necessitate District Attorney
intervention to ensure compliance with existing code.
10. Environmental Health — Eliminate Vector Control Program
FTE: 66.4
Description: Rodent and skunk control functions.
Adjustment: Eliminate 3 FTE positions that currently provide these services
for a net County savings of $100,000. The Department is currently in
discussion with the Mosquito Abatement District to transfer both personnel and
$75,000 in funding this fiscal year ($75,000 and $50,000 for following 2 years,
respectively).
Impact: If Mosquito Abatement does not assume this function, an increase in
the rodent and skunk populations could occur, with an increase in the attendant
health risks.
FTE Reduction: 3 (transferred to District)
46
11. California Children's Services - Eliminate Use of Therapy Registry
PTE: 32.8
Description: Habilitation and rehabilitation of children with specific
handicapping conditions.
Adjustment: Eliminate the use of therapy registry services and provide all
services using County employees for a savings of $100,000.
Impact: During the transition period there may be some disruption of services
and delay in receipt of treatment.
12. (Hospital and Clinics - Eliminate Outpatient Pharmacies and re-bid CCHP
pharmacy contract
FTE: 1,358
Description: The department currently has 3 Outpatient Pharmacies located in
Martinez, Richmond and Pittsburg staffed with 9 FTEs.
Adjustment: Develop RFP and cost benefit analysis of Dosing the Outpatient
Pharmacies and re-bidding the Health Plan's pharmacy contract to include the
pharmacy services currently provided by County staff. The net savings is
estimated to be $400,000.
Impact: Outpatient Clinic patients would no longer be able to obtain
pharmaceuticals on-site, but would tie able to obtain them at various sources in
the community.
FTE Impact: 9
47
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the Phase I Budget Reduction Plan be approved as submitted.
The retirement credit and revenue enhancements used to avert reductions in children's
and adult Mental Health programs and reductions in Public Health's High—Risk Infant
Program and Home Health Agency.
Net County
Cost FTE
Reduction Reduction
1. Hospital and Clinics $5,100,000 9
2. Mental Health 1,787,000 6
3. Drug Abuse.Services 62,000 1
4. Alcohol Abuse Services 497,000 23
5. Environmental Health 300,000 3
9. California Children's Services 100,000 0
TOTAL $7,846,000 42
48
PRIVATE INDUSTRY COUNCIL
Target NCC Reduction: $151
Retirement Credit: 16
Revised NCC Reduction: $135
FY 92-93
Program Gross Expenditures
Chevron Summer Youth $ 30,000
JTPA Employment/Training 4,662,504
Small Business Development 16,551
Women's Advisory Committee 5.575
Gross Expenditures $ 4,714,630
Expenditure Transfers 10,000
Revenues 4,699,055
Net County Cost $ 5,575
FTE: 11
Recommended Phase I Reduction
1. Women's Advisory Committee
Description: Staff support to the Women's Advisory Committee which explores
the employment and economic status of women and facilitates broadened
opportunities.
FTE: .05 (110 hours per year)
Adjustment: Reduce staff support to the Women's Advisory Committee by
2%.
Impact: Staff support to the Women's Advisory Committee will be reduced from
$5,575 to $5,440. The Committee will have to place greater reliance on
volunteer services to support their advisory activities.
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan be approved as submitted.
Net County
Cost FTE
Reduction Reduction
1. Women's Advisory Committee $135 0
49
SOCIAL SERVICE DEPARTMENT
Target NCC Reduction: $ 926,774
Retirement Credit: 206,603
Revised NCC Reduction: $ 720,171
FY 92-93
Program Gross Expenditures'
Administration $ 69,370,096
Categorical Aids 150,749,686
General Assistance 15,000,000
Indigent Interment 78,000
Gross Expenditures $ 235,197,782
Expenditure Transfers 0
Revenues 200,057,283
Net County Cost $ 35,140,499
FTE: 836.32
'Based on department figures.
2Based on department time studies.
Recommended Phase I Reduction
1. Administration - Area Agency on Aging
Description: Planning and advocacy services on behalf of 120,000 County
residents aged 60 and over. Supportive social services, congregate and home-
delivered meals, in-home services and elder abuse prevention to approximately
14,950 County seniors annually.
FTE: 14.8
Adjustment: Access $61,000 in new federal funding by adding preventive
health components to the existing programs.
Impact: No negative impact because local funds will be replaced with federal
funds.
2. Categorical Aids - Personal Care Services. Program
Description: Expansion of the services provided under the In-Home
Supportive Services Program (IHSS) to include a medical component. This will
allow the department to claim Title XIX federal funds for this program.
50
Adjustment: Access new revenue by adding medical supervision to the
existing IHSS program for a net savings of $306,600. Additional federal funding
of 50% for each case can be claimed for eligible cases by requiring that a
physician prescribe the services and having an RN review the case plan
developed by the Social Worker. For most clients, their private physician will
prescribe the services and bill Medi-Cal directly. The department will add RN
supervision services for the federally eligible cases through a contract with the
Health Services Department. In addition, a contract with Health Services will
provide physician services when the private physician is not available. These
additional services will require increased Administration expenditures, but the
net County savings after realization of the federal revenue is expected to be
substantial. However, the final financial regulations have not been promulgated,
increasing the risk of relying on these projected savings. Further budget
reductions will be necessary if these savings are not realized.
FTE: 49.1
Impact: No negative impact because approximately $306,600 in County
general funds will be replaced with $306,600 in federal funds.
3. General Assistance - Aid Cost Reductions
Description: Cash assistance for indigent County residents who do not qualify
for any state or federally funded assistance program.
Adjustment: Cost reductions have been realized in the General Assistance
(GA) aid program. The department's expanded efforts in the Workfare and
GAADDS programs have resulted in many former GA clients obtaining self-
sufficiency this year. Through the joint efforts of the General Services
Administration and the Social Service Department, a new, expanded recycling
center opened this year with many more Workfare positions in which GA
recipients can gain work experience and job skills. Through the cooperation
with Health Services on the GAADDS program, many GA recipients have
achieved a clean and sober lifestyle and returned to work. Some of them were
even parents who had lost custody of their children because of their substance
abuse problems, and through successful completion of the GAADDS program,
been reunited with their children. This reduction recognizes the continuance of
$327,071 in cost reductions in the next fiscal year.
FTE: 41
Impact: No negative impact because this is a recognition of continuing efforts
toward GA cost containment in Fiscal Year 1993-94.
51
4. Administration - Reduce Management and Administrative Staff
Description: Department-wide management, administration and support of line
staff.
Adjustment: Eliminate 1 Social Service Systems Officer, 1 Social Service
Program Analyst, 1 Data Control Specialist and 1 Pre-Hearing Review
Specialist for net county savings of $25,500. Since 1986-87, management and
administrative staff has dropped 40% while the line staff which they support has
increased by 13%.
FTE: 60
FTE reduction: 4
Impact: Reduced support for line staff: slower response to requests for
assistance with computer systems, slower response to requests for budget and
fiscal information, increased backlog in budgetary, fiscal and contract
administration workload.
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the Phase I budget reduction plan be approved as submitted. The
retirement credit was used to prevent the reduction to the Homeless Shelter contract with the
Housing Authority.
Net County
Cost FTE
Reduction Reduction
1. Administration $ 86,500 4
2. Categorical Aids 306,600 0
3. General Assistance 327.071 0
TOTAL $ 720,171 4
52
VETERANS SERVICE OFFICE
Target NCC Reduction: $2,268
Retirement Credit: $2,268
Revised NCC Reduction: $ 0
FY 92-93
Program Gross Expenditures
Veterans Services $281,973
Gross Expenditures $281,973
Expenditure Transfers 0
Revenue 69,173
Net County Cost $ 212,800
FTE: 5
Recommended Phase I Reduction
No program reductions are necessary in order to meet the department's targeted 1993-94
net county cost. The department has been allocated a retirement credit of $4,444, of
which $2,268 will be used to meet the Phase I budget target, with the remainder held in
reserve to apply to Phase II reductions.
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the Phase I budget plan be approved as submitted.
Net County
Cost FTE
Reduction Reduction
1. Veterans Services $2,268 0
53
AGRICULTURE DEPARTMENT
Target NCC Reduction: $136,118
Retirement Credit: 0'
Revised NCC Reduction: $136,118
FY 92-93
Program Gross Expenditures
Administration $ 201,790
Agricultural Division 1,052,270
Weights and Measures 356.740
Gross Expenditures $ 1,610,800
Expenditure Transfers 10,000
Revenues 1,040.000
Net County Cost $ 560,800
FTE: 24
Recommended Phase 1 Reduction
1. Administration
Description: Provide direction, financial control, implement policies and
procedures in support of the operations of the department.
FTE: 3
Adjustment: None.
Impact: None.
2. Agricultural Division
Description: Provide commercial plant inspection, regulation of pest control
operations, consumer protection programs involving fruits, vegetables and eggs.
Provide assistance to citizens and information as necessary.
FTE: 14
Adjustment: Reduce an Agricultural Biologist II position to half-time with a
savings of$20,005. Increase miscellaneous current services revenue by$31,800.
Impact: Cut will impact production in all programs. Department will set program
priorities to minimize impact, however, less staff time will be available overall.
54
'The Department's retirement credit of$33,241 will be held pending state cuts.
3. Weights and Measures r
Description: Provide routine inspection of all weighing and measuring devices
used in commercial transactions. Provide regulatory services to insure
commercial sales are made in compliance with state laws..
FTE: 7
Adjustment: Eliminate vacant Chief Deputy Sealer position at a savings of
$71,313. Increase miscellaneous current services revenue by $13,000.
Impact: Cut will reduce staff to investigate consumer complaints and may
increase the chances of intercounty violations and fraud.
FTE Reduction: 1.5
Impact: These measures will reduce the department's ability to promote and
protect the public health and environment, and protect the public interest in the
commercial exchange of goods.
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan be approved as submitted by the
Department. No layoffs are necessitated by the Phase One cuts, therefore the
Department's retirement credit of $33,241 will be held pending state cuts.
Net County
Cost FTE
Reduction Reduction
1. Administration $ 0
2. Agricultural Division 51,805 .5
3. Weights and Measures _ 84.313 1_0
TOTAL $ 136,118 1.5
55
ANIMAL SERVICES DEPARTMENT
Target NCC Reduction: $125,000
Retirement Credit: 60.036
Revised NCC Reduction: $64,964
FY 92-93
Program Gross Expenditures
Animal Care and Housing $ 1,247,000
Animal Licensing 215,234
Field Enforcement 1,482,000
Spay/Neuter Clinic 278.000
Gross Expenditures $ 3,222,234
Expenditure Transfers 0
Revenues 2,551,695
Net County Cost $ 670,539
FTE: 64
Recommended Phase I Reduction
1. Animal Care and Housing
Description: Provide care to animals that are being held pending location of
owners or other disposition. The County's centers are located in Martinez and
Pinole.
FTE: 20
Adjustment: Increase Miscellaneous Humane Services revenue by $63,750'
and Sundry taxable sales by $150.
Impact: May lead to lower number of animal redemptions thus increasing
kennel costs and increasing the number of animals that may be euthanized.
2. Animal Licensing
Description: Maintain a licensing program for dogs throughout the County to
assist in identification of lost animals and partially offset the cost of operating
the service.
FTE: 3
Adjustment: None.
Impact: None.
56
1 Increased fee is pending Board approval, if the fee is approved and increases revenue by
the amount anticipated by the Department, it will be used to offset cuts in Phase II.
3. Field Enforcement
Description: Enforce state laws and County ordinances in the County and
cities which have agreements with the County.
FTE: 37
Adjustment: Increase City Contract fees by $45,600.
Impact: City Contract fees increase automatically with the Consumer Price
Index and increases in city population. The noted increased does not require
Board of Supervisor action.
4. Spay/Neuter Clinic
Description: Provide low cost spay/neuter services to the community.
FTE: 4
Adjustment: Increase Spay/Neuter fees by $15,500.
Impact: May result in fewer animals being spayed or neutered at the clinic.
The decreased demand for service may result in a lowering of anticipated
revenue. Any increase in the animal population would result in a greater
workload and expense for the Department.
FTE Reduction: None.
Impact: None.
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan be approved as submitted by the
Department. No layoffs are necessitated by the Phase One cuts.
Nei: County
Cost
Reduction
1. Animal Care and Housing $ 3,864
2. Animal Licensing 0
3. Field Enforcement 45,600
4. Spay/Neuter Clinic 15,500
TOTAL $ 64,9642
zDue to the uncertain impact of increased revenue, the cut is offset by the retirement credit. If
the revenues do increase, they will be credited towards Phase 11 cuts.
CLERK-RECORDER DEPARTMENT
Target NCC Reduction $156,125
Retirement Credit 118.395
Revised NCC Reduction $ 37,730
FY 92-93
Program Gross Expenditures
County Clerk $4,349,099
Clerk Records Automation 102,979
Recorder 1,354,990
Recorder Micrographics/Modernization 2,243,605
Elections 2.075,182
Gross Expenditures $10,125,855
Expenditure Transfers 59,000
Revenues 7.842,839
Net County Cost $2,224,016
FTE: 139
Recommended Phase I Reduction
1. County Clerk
Description: To serve as ex-officio Clerk of the Superior Court; to perform the
mandated function of providing support services to the Superior Court, attorneys,
litigants and the general public involving civil, probate, criminal and juvenile
support services; to provide document processing required by state and federal
law.
FTE: 84.0
Adjustment: No plan was submitted. See comment under "Summary of CAO
Recommendations", below.
2. Clerk Records Automation
Description: To provide funds to automate the County Clerk's record keeping
system and convert the documents storage system to micrographics.
FTE: 0.0
58
Adjustment: None recommended (non-General Fund).
3. Recorder
Description: To maintain and preserve all official records relating to real
property, subdivision maps, assessment districts, and records of surveys offered
for recording; and maintain records of all births, deaths and marriages occurring
within Contra Costa County.
FTE: 26.0
Adjustment: None recommended.
4. Recorder Micrographics/Modernization
Description: To provide micrographic capability and equipment to place all
documents in the Recorder's office on film, and develop procedures to quickly
identify and locate needed documents for the public and other County users.
FTE: 12.0
Adjustment: None recommended (non-General Fund).
S. Elections
Description: To conduct necessary elections in an accurate and timely manner,
maintain a high level of voter registration, verify signatures on initiative,
referendum and recall petitions; provide data processing support to divisions of
the Clerk-Recorder's offices.
FTE: 17.0
Adjustment: None recommended.
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan and retirement credit ($118,395) be
suspended. Due to uncertainties in state trial court funding and the maintenance of effort
requirement of the Trial Court Funding Agreement between the County and the Courts, the
County Clerk has indicated that he is not in a position to submit a reduction plan at this time.
The Department, however, will continue to review its operations to ensure that it can fulfill its
mandated services in the most cost efficient manner possible. This Department will be
reviewed for reductions based upon the State's Adopted FY 1993-94 Budget.
59
Net County
Cost FTE
Reduction Reduction
1. County Clerk $ 0 0
2. Clerk Records Automation 0 0
3. Recorder 0 0
4. Recorder Micrographics/Modernization 0 0
5. Elections 0 0
TOTAL $ 0 0
60
DISTRICT ATTORNEY
Target NCC Reduction: $625,232
Retirement Credit: 264,457
Revised NCC Reduction: $360,775
FY 92-93
Program Gross Expenditures
District Attorney $ 12,249,786
D.A. Family Support 9,411,782
D.A. Revenue Narcotics 134,250
D.A. Revenue SEIF 497,775
Domestic ViolenceNic 80,750
Public Administrator 146.420
Gross Expenditures $ 22,520,763
Expenditure Transfers 1,023,637
Revenues 11,293,257
Net County Cost $ 10,203,869
FTE: 300
Recommended Phase I Reduction
1. District Attorney (Budget Unit 0242)
Description: To attend the courts and conduct on behalf of the people all
prosecutions for public offenses occurring in Contra Costa County. The Office is
broken into two basic areas - mainline and special prosecution.
FTE: 143
Adjustment: Increase revenue in Special Operations by $100,000; decrease
$260,775 in operational cuts to mainline and special prosecution.
Impact: $260,775 has been identified as a potential cut to mainline and special
prosecution, however, actual cuts are unspecified. When the total Departmental
cuts are known, the District Attorney will determine what prosecution functions he
is unable to perform and what level of cuts are required to balance the budget.
2. D.A. Family Support (Budget Unit 0245)
Description: Obligates parents to meet their support responsibilities to their
families based on their ability to pay, allowing the family to live independent of the
welfare system by locating absent parents, adjudicating paternity, establishing and
enforcing support orders; investigates and prosecutes perpetrators of welfare
fraud to the extent of recovering illegally obtained welfare monies.
FTE: 154
Adjustment: None, this is a zero net County cost budget unit.
Impact: None.
61
3. D.A. Revenue Narcotics (Budget Unit 0244)
Description: Federal and State law require that the District Attorney's Office's
portion of distributed forfeited narcotics assets be used for enhancement of
prosecution. Supplantation of existing County support is prohibited by law.
FTE: 1
Adjustment: None, this is a zero net County cost budget unit.
Impact: None.
4. D.A. Revenue SEIF (Budget Unit 0250)
Description: State law requires that excess Support Enforcement Incentive Fund
revenue (SEIF) be used for D.A. Family Support purposes only. This fund allows
for support of D.A. Family Support operations that go beyond that division's
revenue generating capability in any one year.
FTE: 0
Adjustment: None, this is a non-general fund budget unit. Budgeted amount
shown on reports is carry-forward from previous years.
Impact: None.
5. Domestic Violence Victim Assistance (Budget Unit 0585)
Description: Disburses special marriage license fee revenues to the Battered
Women's Alternatives group for provision of domestic violence victim assistance.
FTE: 0
Adjustment: None, this is a non-general fund budget unit, supported by restricted
revenue.
Impact: None.
6. Public Administrator (Budget Unit 0364)
Description: As ordered by the court where the decedent had no known heirs
or will or had appointed no executor, investigates cases to locate a will, heirs or
relatives; if none, continues to locate and protect assets, arranges for burial, and
administers estate (filing all legal process, selling property, paying debts,
preparing and filing tax returns, etc.).
FTE: 2
Adjustment: None. Due to special circumstances related to revenue generation,
FY 1992-93 fund balance credit was approved for this division.
Impact: None.
62
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan be approved as submitted. The
retirement credit of $260,996 was used to offset operational cuts to the mainline and
special prosecution units. The District Attorney requested the use of $200,000 in FY
1992-93 fund balance to offset cuts to his Department. While the County Administrator
cannot recommend this at the current tirne, it does represent an idea that is worth
pursuing. It is recommended that a plan be: developed which recognizes managers who,
through fiscal prudence, achieve a significant fund balance.
No layoffs are necessitated by the Phase One cuts in the Public Administrator's division,
therefore the retirement credit of $3,461 will be held pending state cuts.
Net County
Cost FTE
Reduction Reduction
1. District Attorney $ 360,775 4.0 (estimate)
2. D.A. Family Support 0
3. D.A. Revenue Narcotics 0
4. D.A. Revenue SEIF 0
5. Domestic ViolenceNictim 0
6. Public Administrator $ 0
TOTAL $ 360,775 4.0'
63
'County Administrator staff will work with the Department to develop the actual number of
personnel reductions required.
LAW AND JUSTICE SYSTEMS DEVELOPMENT
Target NCC Reduction: $54,221
Retirement Credit: 3.535
Revised NCC Reduction: $50,686
FY 92-93
Program Gross Expenditures
Systems Development $ 402,367
Gross Expenditures $ 402,367
Expenditure Transfers 80,851
Revenues 81.861
Net County Cost $ 239,655
FTE: 2
Recommended Phase I Reduction
Law and Justice Systems Development (Budget Unit 0235)
Description: To develop and install automated information systems for justice
departments in Contra Costa County.
a. Training and Technical Assistance - Designs information systems for
various elements of the justice system; provides technical assistance and
training to user agencies.
b. Municipal Courts/Superior Courts - Oversee and monitors programming
for the Municipal Courts on-line criminal case tracking, traffic, and parking
systems. Monitors and maintains on-line criminal calendar system.
C. Law Enforcement - Provide programming for PIN/CLETS, alpha file, and
networking with the city police agencies.
d. District Attorney - Oversees and monitors programming for the on-line
criminal calendar and case management systems as well as an interface
with the County Clerk's Juvenile System.
e. Probation - Provides programming for an interface between the on-line
Juvenile Management Information System and the County Clerk's Juvenile
System.
f. Public Defender - Oversees and monitors programming for the on-line
criminal calendar and case management system as well as an interface
with the County Clerk's Juvenile System.
64
FTE: 2
Adjustment: Reduce programming by $50,686.
Impact: This cut will reduce the unit's ability to respond to departmental requests for
system modifications. It will also reduce the unit's ability to update and maintain existing
automation systems, which will decrease agency effectiveness.
Total FTE Reduction: None.
Impact: None.
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan be approved as submitted. No layoffs
are necessitated by the Phase One cuts.
Net County
Cost
Reduction
Law and Justice Systems Development ;$ 50,686
65
MUNICIPAL COURTS
Target NCC Reduction $418,275
Retirement Credit 207.450
Revised NCC Reduction $210,825
FY 92-93
Program Gross Expenditures
Court Operations $12,005,575
Court Probation Officer Program 245,280
Collections/Compliance Program 207,100
Court Reporter Program 1,138,765
Interpreter Program 143,900
Juror Services 147,000
Court Records Automation 151,102
Gross Expenditures $14,038,722
Expenditure Transfers 0
Revenues 13.130,938
Net County Cost $ 907,784
FTE: 211
Recommended Phase I Reduction
1. Court Operations
Description: To provide mandated services to the public in criminal felony,
misdemeanor and infraction cases (including local ordinances), moving traffic
offenses, parking violation, and in all civil cases where the amount claimed in
$25,000 or less and small claims cases in amounts of $5,000 or less.
FTE: 192.0
Adjustment: No plan submitted. See comment under "Summary of CAO
Recommendations", below.
2. Court Probation Officer Program
Description: To interview defendants, make sentencing recommendations,
monitor participation in treatment programs, determine restitution amounts and
gather collections information, screen defendants for diversion programs and
perform other court-related duties.
66
FTE: 0.0 (Positions are located in the Probation Department Budget)
3. Collections/Compliance Program
Description: Monitor compliance with all conditions of probation including
payment of fines, fees and restitution.
FTE: 4.0
4. Court Reporter Program
Description: To provide reporting and transcript services as required by the
courts.
FTE: 15.0
5. Court Interpreter Program
Description: Interpreter services for defendants in criminal and other trials.
FTE: Varies; fill in from court operations clerical staff and contracted staff.
6. Juror Services
Description: Per diem and mileage expense for sworn and unsworn jurors.
FTE: 0.0
7. Court Records Automation
Description: To provide funds for development or transferal of an information
system to automate the small claims and civil functions of the municipal courts.
FTE: 0.0
Adjustment: None recommended (non-General Fund).
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan and retirement credit ($207,450) be
suspended. Due to uncertainties in state trial court funding and the maintenance of effort
requirement of the Trial Court Funding Agreement between the County and the Courts, the
Municipal Courts have indicated that they are not in a position to submit a reduction plan at this
time. The Courts, however, will continue: to review their operations to ensure that mandated
67
services will be fulfilled in the most cost efficient manner possible. This Courts will be reviewed
for reductions based upon the State's Adopted FY 1993-94 Budget.
Net County
Cost FTE
Reduction Reduction
1. Court Services 0 0
2. Court Probation Officer Program 0 0
3. Collections/Compliance Program 0 0
4. Court Reporter Services 0 0
5. Court Interpreter Services 0 0
6. Juror Services 0 0
7. Court Records Automation 0 0
TOTAL $ 0 0
68
PROBATION DEPARTMENT
Target NCC Reduction $1,194,400
Retirement Credit 226,655
Revised NCC Reduction $967,745
FY 92-93
Program Gross Expenditures
Juvenile Hall $6,178,999
Byron Boys' Ranch 1,629,225
Juvenile Probation Services 4,673,770
Adult Probation Services 3,881,770
Special Services 454,030
Administration 540,570
92-93 Savings Factor' 267,947
Gross Expenditures $17,626,311
Expenditure Transfers 4,000
Revenues 2,534,981
Net County Cost $15,087,330
FTE: 275.1
Recommended Phase I Reduction
The Probation Department has identified several line item reductions which can be made
without negative impact to any program areas. Reductions in the amount of $428,315
are recommended as follows:
a $326,382 in salaries and benefits as a result of credits from the Court Probation
Officer Program (funded by the Municipal Courts) in the amount of $240,592 and
additional retirement account credits of $85,790 due to a prior agreement with
employees participating in safety retirement,
c $245,710 in services and supplies because of FY 92-93 staff reduction, contract
cancellations and office closures,
C $16,100 in other charges from a combination of debt elimination, reduced
placement costs and increased CYA commitments, and
'This refers to the partial-year funding for positions and programs which were eliminated during 92-93 budget cuts.
This amount will translate to additional savings in the FY 93-94 budget.
69
$159,875 in revenue losses in various accounts related to staff and program
reductions made in FY 1992-93.
These line item reductions mitigate the Department's target net County cost reduction
of $967,745 by an additional $428,315, making the program reductions required by the
new target reduction equivalent to $539,430. Following is a discussion of recommended
program reductions.
1. Juvenile Hall
Description: Provides mandated detention services for youth before and after
court hearings.
FTE: 94.2
Adjustment: $298,360: Transfer nursing services to the Health Services
Department as recommended by the Grand Jury - $160,000; eliminate vacant,
non-critical support positions (Custodian II and Supervising Cook) - $73,910;
reassign night supervisor and institutional supervisor to post positions to reduce
counselor and temporary/overtime staff requirements - $64,450.
Impact: No negative impact is anticipated from the shift of the provision of
nursing services from the Probation Department to the Health Services
Department. Cost savings are expected through reduced supervision costs and
increased federal financing. Minimal impact is anticipated from the elimination of
vacant support service positions because the department has successfully
reorganized work to compensate for the vacancies and has managed without
these positions for some time. The department will introduce the concept of
"working" supervisors at the Hall who will be responsible for counselor duties in
addition to their supervisory responsibilities.
2. Byron Boys' Ranch
Description: 74-bed correctional facility for serious delinquent boys committed
by the courts.
FTE: 23.1
Adjustment: None recommended.
3. Juvenile Probation Services
Description: Investigation and supervision of juveniles referred for delinquency.
Services are provided for both detained and released juveniles.
FTE: 75.3
70
Adjustment: $46,320: Cancel one vacant 32/40 DPO position.
Impact: Cancellation of the vacant DPO position will result in reorganization of
workload for remaining staff because the vacant position has been backfilled with
temporary staff.
4. Adult Probation Services
Description: Investigation and supervision of criminal offenders referred by the
courts. Investigation, evaluation and recommendations are also provided for
probate matters.
FTE: 68.0
Adjustment: $194,750: Increase: cost of probation fees from $25 to $50 (last
fee increase was April 1989) - $50,000; cancel two vacant DPO positions in adult
supervision unit - $115,800; cancel one vacant 20/40 DPO position in adult
investigation unit - $28,950.
Impact: Cancellation of the three !DPO positions will result in more probationers
being transferred to banked caseloads.
6. Special Services
Description: Includes Victim/Witness Program, STC Training Program, affirmative
action, volunteer coordination and !public information services.
FTE: 7.5
Adjustment: None recommended.
6. Administration
Description: Includes fiscal, personnel and contract management, central
records, employee and facility safety, purchasing and payroll, automated systems,
facility and office management, and resource development.
FTE: 7.0
Adjustment: None recommended.
SUMMARY OF CAO RECOMMENDATIONS
The Probation Department's original Phase I Reduction Plan included the elimination of the
Probate/Civil Unit and the Juvenile Community Services (Weekend Work) Program. It is
71
recommended that the retirement credit be applied against the Plan to save these valuable
programs.
The Probate/Civil Unit is a 70% fee-offset program requiring $135,800 in County funds to
operate. The program provides, for potential court wards, appointment of counsel, provision
for a jury trial, and a court-appointed investigator to interview potential wards and to annually
review each guardianship established. The County Administrator will pursue with the Probation
Department and Superior Court ways to modify this program to make it self sufficient for Phase
II budget consideration.
The Weekend Work Program was saved in FY 92-93 by closing the Antioch Probation Office
and by raising work crew fees. This program is 55% fee offset and requires about $91,000 in
County funds to operate. The Weekend Work Program provides a community service
alternative to incarceration for approximately 1,000 juveniles per year and, therefore, is not
being recommended for reductions in Phase I.
Net County
Cost FTE
Reduction Reduction
1. Juvenile Hall $ 298,360 7.42
2. Byron Boys' Ranch 0 0.0
3. Juvenile Probation Services 46,320 0.8
4. Adult Probation Services 194,750 2.5
5. Special Services 0 0
6. Administration 0 0
$539,430 10.7
It is recommended that the reductions identified by the Department be accepted and that
retirement credit of $226,655 be applied in Phase I to save the Probate/Civil Unit and the
Weekend Work Program. It is further recommended that since no layoffs are necessitated by
Phase I cuts, additional retirement credit in the amount of $248,705 be reserved and applied
to the Probation Department against Phase II reductions.
POTENTIAL COST SAVINGS PROPOSAL TO MINIMIZE FURTHER REDUCTIONS IN THE
PROBATION DEPARTMENT
The Probation Department is exploring, in conjunction with the Social Service Department and
the County Administrator, a proposal to reduce County costs for board and care of court wards
placed in expensive group homes, private institutions and foster family homes by enriching
2 O the 7.4 positions, 5.4 relate to the nursing unit at Juvenile Hall, which is under consideration to be transferred to
the Health Services Department. The other 2 positions are vacant, non-critical support positions whose elimination
will result in no layoffs.
72
probation services and diverting placements. As was discussed briefly at the budget committee
hearings on April 20, this program, if successful, could potentially save the County up to
$500,000 in Year 1 and up to $850,000 annually thereafter, thereby mitigating significant further
reductions in the Probation Department.
The Probation and Social Service Departments and the County Administrator are pursuing this
proposal with the State Department of Social Service and will also be meeting with the Youth
Services Advisory Board to explain the proposal. We will continue to update the Board on any
progress made with respect to this proposal.
73
PUBLIC DEFENDER/CONFLICT DEFENSE
Target NCC Reduction: $982,000
Retirement Credit: 173.107
Revised NCC Reduction: $808,893
FY 92-93
Program Gross Expenditures
Conflict Defense $ 3,050,000
Public Defender 7.572,155
Gross Expenditures $ 10,622,155
Expenditure Transfers 0
Revenues 42,125
Net County Cost $ 10,580,030
FTE: 83
Recommended Phase I Reduction
1. Conflict Defense (Budget Unit 0248)
Description: The legal representation of indigents in conflict cases is provided
by appointed private attorneys. In fiscal year 1983-1984 and before, such counsel
had been appointed directly by a judge. Since July 1, 1984, appointment of
counsel has been made by the Contra Costa County Bar Association under
contract with the County. In addition, selected cases require the appointment of
counsel directly by the judges which also represent a mandated County cost.
FTE: 0
Adjustment: Reduce appointed counsel budget by $982,000.
Impact: None. Most cases are now handled by the Alternate Defender Office
(ADO). Additional savings will be achieved when the active cases now in the
system are closed. In FY 1991-92 there were 2,463 referrals to the Bar
Association. In FY 1992-93, as of March 1993, there have been 411 referrals to
the Bar. The Public Defender estimated that between 500 and 600 will be
referred on an annual basis. The active caseload has dropped from 4,409 going
into the fiscal year to 2,546 in March 1993. Based upon current caseload, it is
estimated that, once active cases are paid off, that the annual savings in indigent
defense due to the ADO will exceed $1 million.
74
2. Public Defender (Budget Unit 02:43)
a. Main Office
Description: Provides counsel, advice, and investigative work as needed
in mandated legal representation of indigent adult defendants in criminal
proceedings; of juveniles in Superior Court upon appointment by the Court
or request of the juvenile; and of persons involved in mental illness
proceedings and probate guardianships.
FTE: 72
Adjustment: None.
Impact: None.
b. Alternate Defender Office
Description: The alternate defense unit handles cases which would
otherwise be assigned to outside attorneys at a significantly higher cost.
In FY 1991-92 there were 2,463 referrals to the Bar. It is estimated that
in FY 1993-94 this will be reduced to 500 - 600 cases.
FTE: 11
Adjustment: None'.
Impact: None.
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan developed by the County
Administrator's Office be approved. No layoffs are necessitated by the Phase One cuts,
therefore the retirement credit of $173,107 will be held pending state cuts.
It should be noted that the efforts of the Public Defender in developing and implementing
the ADO have saved positions and monies which can be used to mitigate additional
personnel reductions in Phase II and future year's cuts.
Net County
Cost
Reduction
1. Conflict Defense $ 982,000
2. Public Defender _ 0
TOTAL $ 982,000
'Should there be a significant reduction in the District Attorney's budget and
a decrease in criminal cases, this budget unit will be reexamined for personnel
reductions. 5
SHERIFF-CORONER DEPARTMENT
Target NCC Reduction: $4,285,230
Retirement Credit: 1.576,443
Revised NCC Reduction: $2,708,787
FY 92-93
Program Gross Expenditures
Controlled Sub. Analysis $ 47,251
Coroner 981,780
Detention 27,130,175
Field Enforcement 36,687,138
Narcotic Forfeiture 529.703
Gross Expenditures $ 65,376,047
Expenditure Transfers 75,745
Revenues 16.828,410
Net County Cost $ 48,471,892
FTE: 842
Recommended Phase I Reduction
1. Controlled Substance Analysis (Budget Unit 0256)
Description: Provide criminalistics laboratory analysis-of controlled substance
in a timely fashion in order to increase the effectiveness of criminal investigation
and prosecution.
FTE: 0
Adjustment: None, this is a non-general fund budget unit.
Impact: None.
2. Coroner (Budget Unit 0359)
Description: Investigates those deaths in the County which are not due to
natural causes, or which are reportable to the Coroner pursuant to the
Government Code. The cause of death is determined by autopsy, investigation,
and medical history. Autopsies are preformed through a contract with the County.
The Coroner is responsible for the operation of the County Morgue, the functions
of which are mandated by state law.
FTE: 10
Adjustment: None proposed at this time, may need to be reexamined during
Phase II cuts.
Impact: None.
76
3. Detention (Budget Unit 0300) "
Description: Operates three facilities for the incarceration of adult inmates:
a. Martinez Detention Facility - A maximum security institution 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. FTE: 178;
b. West County Detention Facility-A medium security institution that also houses
the County's unsentenced inmates. FTE: 112;
c. Marsh Creek Detention Facility - Houses largely sentenced prisoners who
have been convicted of criminal'! offenses. FTE: 44;
d. Work Alternative Program - Operated for those inmates sentenced to jail for
30 days or less. Inmates accepted into the program provide public service
labor at no cost to the County, while relieving housing costs associated with
incarceration. FTE: 22.
FTE: 356
Adjustment: The Sheriffs Department has suggested that a combination of
reductions in the Detention Division which combine work-rule changes with
changes in the classification level sof inmates held at the Marsh Creek facility is
feasible. Changes in minimum staging at Marsh Creek and changes in Custody
Alternative Bureau (CAB) staffing would be the primary basis for savings. These
proposed staffing changes require that the Department meet and confer with the
Deputy Sheriffs' Association (DSA), which is currently on-going.
Impact: These cuts will have no negative impact on Detention and will save
additional personnel cuts to patrol and investigations. The described cuts would
require the elimination of:
10 Deputy Sheriffs 530,000 All Vacant
1 Sheriffs Aide 43,500 Filled
2 Sheriff Specialists 95.000 1 Vacant
13 668,500
4. Field Enforcement (Budget Unit 0255)
Description: Supports the basic; law enforcement functions of the Sheriffs
department: patrol, investigations, criminalistics, communications, support
services and administrative controll.
a. Patrol Division - 24-hour a day law enforcement and emergency assistance
services to the unincorporated areas of the County. The Sheriffs department
also operates, under contract, the police departments of the cities of Lafayette,
Orinda, San Ramon and Danville. These services are paid for by those cities.
The Division is broken into two general areas: County Patrol (132 FTE) and
Cities/Districts/Grants/Contracts (94 FTE). Total FTE: 226;
77
b. Investigations Division - Investigation of reported crimes. Emphasis is given
to major felonies, such as murder, robberies, and burglaries, narcotics and
vice offenses, and child sexual assault cases. FTE: 35;
c. Criminalistics Laboratory - Physical evidence analysis for governmental
agencies in the County, including city police agencies. The Lab analyzes,
identifies, and interprets physical evidence developed in criminal investigations
and its criminalists testify in court regarding such evidence. FTE: 43;
d. Support Services Division - Responds to citizens' requests for police,
ambulance, and other emergency services. Such calls for service are
dispatched to patrol units, ambulance companies, and other services
providers. Indexing, storage, and retrieval of all department records,
processing permits required by County Ordinance or state law, and keeping
crime statistics and warrants of arrest. The division is broken into three
general areas: Communications (53 FTE); Civil Bureau (12 FTE); and
Records (16 FTE). Total FTE 81;
e. Court Services Division - Reflects the consolidation of the marshal's office into
the sheriff's department in 1988. Provides bailiffing and court security services
for both the municipal and superior courts and for the service of civil papers.
FTE: 61;
f. Administration Division - Leadership and management of the department,
including personnel matters, budgetary control, enforcement of operational
standards, crime prevention services, and the analysis of crime trends. FTE:
27.
FTE: 473
Adjustment: Personnel reductions in Patrol and Investigation Field Services, the
Crime Lab, Administration, and Support Services.
Impact: Reductions will result in some decreased response to criminal activity
and reduced criminal investigations. None of the four stations are to be cut.
Currently there are three to four beats per station. This cut will not significantly
impact patrol. Cuts to the Crime Lab will result in elimination of all activities non-
reimbursable by cities. City police agencies are currently discussing with the
Department, next year's contributions to the Crime Lab. If cities pay for cases
generated by their own police departments, these cuts to the Crime Lab would be
prevented. While there are no projected savings in the Service and Supply
accounts independent of personnel reductions, the major reductions in field
services personnel will translate to savings of approximately $543,500 in these
accounts. The following positions will be eliminated:
78
Position Reduction:
Vacant/
Original IPlan After Retirement Credit Filled
a. Patrol
2 - Sergeants $137,000 1 - Sergeant $68,500 (V)
18 - Deputies 954.000 3 - Deputies 156,787 (V)
20 - Total $1,091,000 4 - Total $225,287
b. Investigations
10 - Deputies $530,000 2 - Deputies $106,000 (V)
1 - Clerk-Exp 36,000 1 - Clerk-Exp 36,000 (F)
11 - Total $566,000 3 - Total $142,000
c. Crime Lab
5 - Criminalists $398,000 4 - Criminalists $338,000 (1V-3F)
3 - Forensic Tox 174,000 2 - Forensic Tox 114,000 (F)
1 - Supv. Criminalist 85,000 1 - Supv. Criminalist 85,000 (F)
1 - Clerk-Senior 40,000 1 - Clerk-Senior 40,000 (F)
1 - Supv Clerk 48,000 1 - Supv Clerk 48,000 (F)
11 - Total $74:5,000 9 - Total $625,000
d. Support Services
1 - Supv Dispatcher $66,500 1 - Supv Dispatcher $65,500 (F)
4 - Dispatchers 196,000 2 - Dispatchers 98,000 (V)
2 - P.I. Dispatchers 49,000 1 - P.I. Dispatcher 24,500 (V)
1 - Clerk-Senior 40,000 1 - Clerk-Senior 40,000 (F)
8 - Total $350,500 5 - Total $228,000
e. Court Services
3 - Deputies $159,000 3 - Deputies $159,000 (V)
f. Administration
1 - Sheriff Special $47,500 1 - Sheriff Special $47,500 (F)
1 - Sys Analyst 70,000 1 - Sys Analyst 70,000 (F)
2 - Total $117,500 2 - Total $117,500
Salaries and Benefits $3,029,000 $1,496,787
Services and Supplies 587,730 543,500
Total Field Enforcement $3,616,730 $2,040,287
'79
5. Narcotic Forfeiture (Budget unit 0253)
Description: Provide the necessary clerical support, and District Attorney/court
liaison, in addition to ongoing narcotics enforcement efforts, to maximize forfeited
assets to augment traditional law enforcement programs.
FTE: 3
Adjustment: None, this budget unit is entirely revenue offset.
Impact: None.
Total FTE Reduction: 39
Impact: Described above.
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan be approved as submitted by the Sheriff-
Coroner and revised for retirement credit by the County Administrator's Office. Using the
retirement credit to fund patrol, investigations, the Crime Lab, and emergency dispatch has
helped to offset most of the negative impacts of this budget reduction. As described below, the
majority of these positions have been held vacant by the department in anticipation of FY 1993-
94 cuts.
Net County
Cost FTE
Reduction Reduction
1. Asset Forfeiture 0 0
2. Coroner 0 0
3. Detention $ 668,500 13 (all vacant)
4. Field Enforcement $ 2.040.287 26 (11 vacant)
TOTAL $ 2,708,787 39 (24 vacant)
SWORN NON-SWORN
Sergeants - 1 M Supv. Dispatcher - 1 Dispatcher - 3M
Deputies - 18 M Specialist - 3 (1-V) Clerk - 3
Supv. Crim - 1 Aide - 1 Supv Clerk - 1
Criminalists - 4 M-V) Forensic Tox - 2 Dept Sys Analyst - 1
Total - 24 (20 Vacant) Total -15 (4Vacant)
80
SUPERIOR COURT
Target NCC Reduction: $187,258
Retirement Credit: _93,954
Revised NCC Reduction: $ 93,304
FY 92-93
Program Gross Expenditures
Superior Court Services $ 6,818,787
Change of Venue 0
Criminal Grand Jury 48,000
Grand Jury 55,429
Gross Expenditures $ 6,922,216
Expenditure Transfers 53,540
Revenues 6,573,908
Net County Cost $ 294,768
FTE: 87
Recommended Phase I Reduction
1. Superior Court Services (Budget Unit 0200)
Description: Adjudicate all civil, criminal, and juvenile cases under its
jurisdiction; provides jury services to all courts in the'County, including the
Municipal Courts; operates an arbitration program and a conciliation court;
provides calendar services; provides secretarial and administrative support to
judges, commissioners and referees of the Superior Court, the Grand Jury, and
the Criminal Grand Jury.
FTE: 87
Adjustment: The Department's budget submission included an increase to Trial
Court Funding Revenues.
Impact: None, if the total state revenues are budgeted at a level.to fulfill this
obligation. See comment below.
2. Change of Venue in County (Budget Unit 0231)
Description: Provides for Contra Costa County costs incurred because of cases
transferred from another county to this County for trial.
FTE: 0
Adjustment: None.
Impact: None.
81
3. Criminal Grand Jury (Budget Unit 0239)
Description: Examines evidence presented by the District Attorney and returns
criminal indictments directly to the Superior Court.
FTE: 0
Adjustment: None.
Impact: None.
4. Grand Jury (Budget Unit 0238)
Description: Examines County accounts, reviews management of County
departments, publishes its findings in an annual report. The Grand Jury may
order special audits or investigations.
FTE: 0
Adjustment: None.
Impact: None.
FTE Reduction: 0
Impact: None.
SUMMARY OF CAO RECOMMENDATIONS
It is recommended that the budget reduction plan and retirement credit ($93,954) be
held.
Due to the uncertainties in state trial court funding and the requirement of the Trial Court
Funding Agreement between the County and the Court, the Court is not in a position to
submit a plan at this time. The Court will, however, continue to review its operations to
ensure that it can fulfill its Constitutional mandate to the citizens of the County in the
most cost efficient manner possible. This budget unit will be reviewed for final
reductions based upon the State's Adopted FY 1993-94 Budget.
82
ATTACHMENT 2
BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
Re: Abolishing Positions and )
Laying-Off Employees ) RESOLUTION NO. 93/
The Contra Costa County Board of Supervisors, in all of its capacities as the governing body of this
County and of the districts and agencies of which it is the governing body, RESOLVES THAT:
1. The Board has considered the financial impact of reductions in funding due to reduced state and
federal funding and reduced property tax receipts and other revenues, the impact of increased
funding requirements, the resultant impact on capital projects, the staffing reorganization
necessary for the efficiency of County government operations ,and has considered the position
and staff reduction and retention plans submitted by the various Districts and County
departments.
2. In order to keep expenditures within available funding or to reorganize staffing as is necessary
for efficient operations, it is necessary to abolish, add or reduce the hours or status of the
positions described in the lists attached hereto for reasons of economy, lack of funds,
departmental reorganization, or because the necessity for the position(s) involved no longer
exists, and to lay off employees accordingly. Said lists are incorporated herein by reference,
and said positions are hereby abolished effective on the dates indicated thereon.
3. The Personnel Department shall prepare lists showing the order of layoff of affected employees.
4. The heads of the departments in which such positions are abolished or charged shall issue layoff
or displacement notices, as the case may be, and give notice to the affected employees of the
Board's action.
5. This resolution is an emergency action. The Board has been advised that revenues for the
1993-94 fiscal year will be significantly less than are required to maintain existing operations
and staff. Immediate action to reduce staff will reduce the magnitude of impending staff
reductions and interference with county services. Conversely, failure to initiate layoffs will
result in continued salary expenditures that will increase the need for layoffs and the adverse
impact on services in the coming fiscal year.
6. The Employee Relations Officer shall give notice of this Resolution to all recognized employee
organizations.
7. To the extent that the subject of this Resolution is within the scope of representation under the
Meyers-Milias-Brown Act (Government Code Section 3600 et seq.), this Board offers to meet
with the recognized employee organization representing affected employees upon request
concerning this Resolution.
8. Recognized employee organization may submit to the Employee Relations Officer written request
to meet and confer on specific proposals with respect to this Resolution or any resulting layoffs.
This authorization and direction is given without prejudice to the Board's right to reduce or
terminate the operations and services of the County and of Districts governed by this Board and
to eliminate classes of employees or positions as involving the merits, necessity, or organization
of services or activities of the County or Districts governed by the Board and not within the
scope of representation.
9. This action is taken without prejudice to pending consulting, meeting, and meeting and
conferring with employee organizations.
Adopted this Resolution on May 25, 1993 by unanimous vote.
I hereby certify that this is a true and correct copy of an action
taken and entered on minutes of the Board of Supervisors on
the date shown.
Attested:
Phil Batchelor, Clerk of the Board of Supervisors
and County Administrator
By Deputy
Resolution No. 93/
Attachment A
Page 1 of 1
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: Agriculture/Weights and Measures
EFFECTIVE: Close of Business on June 30, 1993 unless otherwise noted
Position Position Filled/
Number Class Code Type Vacant
33-00018 Chief Deputy Sealer BWDA 40/40 Vacant
Reduce the following position from 40/40 to 20/40:
Position Position Filled/
Number Class Code Type Vacant
33-00085 Agricultural Biologist II BAVA 40/40 Filled
Attachment B
Page 1 of 1
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: Assessor
EFFECTIVE: Close of Business on June :30, 1993 unless otherwise noted
Position Position Filled/
Number Class Code Type Vacant
16-00017 Supervising Appraiser DRTA 40/40 Vacant
16-00087 Senior Auditor Appraiser DRNA 40/40 Vacant
Attachment C
Page 1 of 1
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: General Services
EFFECTIVE: Close of Business on June 30, 1993 unless otherwise noted
Position Position Filled/
Number Class Code Type Vacant
66-00186 Carpenter GFWB 40/40 Vacant
66-00187 Carpenter GFWB 40/40 Vacant
66-00110 Deputy General Services Director NAD7 40/40 Vacant
66-00242 Custodian II GKWB 40/40 Vacant
66-00067 Clerk Experienced Level JWXB 40/40 Filled
66-00047 Apprentice Mechanic PM7A 40/40 Filled
Add the following position to the Department:
Position Position
Number Class Code Type
66- Equipment Services Worker PMVA 40/40
Attachment D
Page 1 of 1
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: Health Services Department
EFFECTIVE: Close of Business on June 30, 1993 unless otherwise noted
Position Position Filled/
Number Class Code Type Vacant
54-1287 Clerk-Senior Level JWXC 40/40 Filled
54-1301 Clerk-Senior Level JWXC 40/40 Filled
54-2639 Clerk-Senior Level JWXC 40/40 Filled
54-2844 Clerk-Senior Level JWXC 40/40 Filled
54-1100 Clerk-Experienced Level JWXB 40/40 Filled
54-1392 Health Services Administrator VAND 40/40 Vacant
54-2226 Alcohol Rehab Program Supervisor VENB 40/40 Filled
54-1409 Substance Abuse Counselor VHVC 40/40 Vacant
Attachment E
Page 1 of 1
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: Probation Department
EFFECTIVE: Close of Business on June 30, 1993 unless otherwise noted
Position Position Filled/
Number Class Code Type Vacant
30-00281 Custodian 11 GKWB 40/40 Vacant
30-00169 Deputy Probation Officer TATA 20/40 Vacant
30-00225 Deputy Probation Officer TATA 32/40 Vacant
30-00167 Deputy Probation Officer TATA 40/40 Vacant
30-00115 Deputy Probation Officer TATA 40/40 Vacant
30-00296 Supervising Cook - Juvenile Hall 1 KHA 40/40 Vacant
Transfer the following positions to the Health Services Department:
Position Position Filled/
Number Class Code ape Vacant
30-00293 Supervising Nurse VSHB 40/40 Filled
30-00294 Registered Nurse VWXA 24/40 Vacant
30-00360 Registered Nurse VWXA 24/40 Filled
30-00361 Registered Nurse VWXA 24/40 Vacant
30-00434 Registered Nurse VWXA 24/40 Filled
30-00492 Registered Nurse VWXA 24/40 Filled
30-00513 Registered Nurse VWXA 24/40 Vacant
30-00295 Registered Nurse VWXA 32/40 Vacant
Attachment F
Page 1 of 2
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: Sheriff-Coroner Department
EFFECTIVE: Close of Business on June 30, 1993 unless otherwise noted
Position Position Filled/
Number Class Code Type Vacant
25-00146 Deputy Sheriff 6XWA 40/40 Vacant
25-00337 Deputy Sheriff 6XWA 40/40 Vacant
25-00351 Deputy Sheriff 6XWA 40/40 Vacant
25-00353 Deputy Sheriff 6XWA 40/40 Vacant
25-00363 Deputy Sheriff 6XWA 40/40 Vacant
25-00374 Deputy Sheriff 6XWA 40/40 Vacant
25-00422 Deputy Sheriff 6XWA 40/40 Vacant
25-00429 Deputy Sheriff 6XWA 40/40 Vacant
25-00536 Deputy Sheriff 6XWA 40/40 Vacant
25-00591 Deputy Sheriff 6XWA 40/40 Vacant
25-00613 Deputy Sheriff 6XWA 40/40 Vacant
25-00688 Deputy Sheriff 6XWA 40/40 Vacant
25-00766 Deputy Sheriff 6XWA 40/40 Vacant
25-00779 Deputy Sheriff 6XWA 40/40 Vacant
25-00780 Deputy Sheriff 6XWA 40/40 Vacant
25-00786 Deputy Sheriff 6XWA 40/40 Vacant
25-00939 Deputy Sheriff 6XWA 40/40 Vacant
25-00962 Deputy Sheriff 6XWA 40/40 Vacant
25-01001 Sergeant 6XTA 40/40 Vacant
25-00053 Supervising Criminalist 6DHA 40/40 Filled
25-00055 Criminalist III 6DTB 40/40 Vacant
25-00545 Criminalist III 6DTB 40/40 Filled
25-00056 Criminalist III 6DTB 40/40 Filled
25-00593 Criminalist III 6DTB 40/40 Filled
25-00059 Forensic Toxicologist I 6CWA 40/40 Filled
25-00615 Forensic Toxicologist I 6CWA 40/40 Filled
Attachment F
Page 2 of 2
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: Sheriff-Coroner Department
EFFECTIVE: Close of Business on June 30, 1993 unless otherwise noted
Position Position Filled/
Number Class Code Type Vacant
25-00020 Clerical Supervisor JWHF 40/40 Filled
25-00313 Clerk-Senior Level JWXC 40/40 Filled
25-01072 Clerk-Senior Level JWXC 40/40 Filled
25-00574 Clerk-Senior Level JWXC 40/40 Filled
25-00676 Department System Analyst LATE 40/40 Filled
25-00279 Supervising Dispatcher 64HD 40/40 Filled
25-00621 Sheriff's Dispatcher II 64WK 40/40 Vacant
25-00301 Sheriff's Dispatcher II 64WK 40/40 Vacant
25-00474 Sheriff's Dispatcher P.I. 64WK 40/40 Vacant
25-01068 Sheriff's Aide 64VF 40/40 Filled
25-00886 Sheriff's Specialist 64VE 40/40 Vacant
25-00722 Sheriff's Specialist 64VE 40/40 Filled
25-00864 Sheriff's Specialist 64VE 40/40 Filled
Attachment G
Page 1 of 1
CONTRA COSTA COUNTY
POSITIONS TO BE ABOLISHED
DEPARTMENT: Social Service Department
EFFECTIVE: Close of Business on June 30, 1993 unless otherwise noted
_ Position Position Filled/
Number Class Code Type Vacant
53-00257 Social Svs Pre-Hearing Review Spec X4SJ 40/40 Vacant
53-01041 Social Svs Program Analyst X4SH 40/40 Vacant
53-01723 Social Svs Data Operations Spec JJGD 40/40 Vacant
53-01724 Social Svs Computer Systems Officer XQDC 40/40 Filled
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ACE O'rE(CE.RS '—,'SEARCH ASSOCIATI ',`3 j
of California y
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E. F. "SKIP" MURPHY
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President
Headquarters: • 1911 'T' Street • Sacramento, CA 95814-1795 n j
(916)441-0660 (800)937-6722 • FAX (916)448-2749 ^`
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• =a- - Peace Officers Research Association
M. • of California
May 25, 1993 O
Mr. Thomas Torlakson, Chairman
Members of the Board of Supervisors ✓n�� ti"
Contra Costa County
651 Pine Street ��✓
Martinez, California 94553
Dear Members of the Board:
I am Skip Murphy, President of the Peace Officers Research
Association of California (PORAC) , the largest law enforcement
association in the State of California, representing 38,000 members
and over 530 local law enforcement associations stretching from the
northern Oregon border to the southern border with Mexico.
I am also a lieutenant with the San Diego County Sheriff' s
Department and have been a deputy sheriff for 28 years. As such,
I have seen a lot of change during my tenure in law enforcement.
However, in my career and memory, there hasn't been a time as bad
as now as it relates to budget issues and the relationship to local
law enforcement and the ability of the "beat cop" to be able to do
his/her job.
PORAC is well aware of the current on-going staffing issues between
the County of Contra Costa and the Contra Costa County Deputy
Sheriffs Association, which is a PORAC member. The issue appears
to be fairly well defined and the only the question of whether or
not sworn deputy sheriff positions will be cut from the Sheriff' s
Department.
If there is one thing that has been learned in my 28 years in law
enforcement, it is this. During periods of bad economic times,
crime becomes the growth industry. When crime and the need for
police service becomes more prevalent, that is not the time to
start scaling back and work against the law enforcement officers
that are truly trying to keep control.
I would submit that the Contra Costa County Deputy Sheriffs
Association, or any other association for that matter, has no
desire to do anything that would be detrimental to the people of
the County, the County itself and surely not to themselves.
Remember, most of these officers live within the county and must
live with your decision.
Headquarters o 1911 F Street o. Sacramento,CA 95814-1795 o (916)441-0660 o FAX (916)448-2749 o (800)937-6722
i,Y. 26
Board of Supervisors
May 25, 1993
Page 2
This is not a labor relations or negotiations issue. We are long
past that. This is now an issue of the safety of the public and
the ability of your law enforcement agency being able to provide
the coverage and assistance to its citizens.
We stand ready to support the Contra Costa County Deputy Sheriffs
Association in any way that we may be able. By doing so, you
should understand that we are also willing to provide input to you
to assist in some resolution of this matter.
PORAC' s member associations, including the DSA, are committed to
provide the best law enforcement to our citizens that we can. We
cannot stand by and do nothing. As the representative of 38, 000
law enforcement personnel, we are concerned. about what happens here
in Contra Costa County. PORAC will do whatever it can do to work
with state legislators as well as the local government entities to
try to provide the resources necessary to do that task. We are
working at the state level to address alternatives to provide local
funding to preclude law enforcement cutbacks.
I ask that you carefully consider what your actions have been and
what your actions will be. I should not have to remind you that as
elected officials, you must look toward the best interests of the
entire County and its citizens, not your own personal feelings and
likes or dislikes on the issue.
Look deep within yourself to make the commitment that you have
stated before -- that public safety and the safety of the public is
a priority.
Thank you for your attention.
Sincerely,
SKI MURPHY
PORAC President
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Statement from the Chair of the Contra Costa County Economic
Opportunity Council (EOC ) to the Contra Costa County Board of
Supervisors regarding proposed reduction of Community
Services Block Grant funding for 1993 .
Chairperson Torlakson and members of the Board of
Supervisors :
My name is Lou Rosas and I am the chair of the Economic
Opportunity Council (EOC) . The EOC is chartered with the
responsibility of determining the low-income needs of the
county and then recommending to the Board of Supervisors
where allocations of CSBG monies should be directed.
When I was informed by CSD staff that there was going to be a
proposed reduction in the CSBG dollars for 1993 , I have to
say that I was shocked.
Already CSBG funds have been cut 30% for this year and the
struggle to have our community understand why this was
necessary was monumental . It was difficult for them to
comprehend that dollars given to the county to help poor
people was being taken away and placed in the General Fund.
But we were successful in making them realize that the Board
has the power to determine what the best use of CSBG funds
should be to meet the greatest needs of the county.
I said I was shocked before and the reason is that the EOC
had been informed that the Board had determined not to
further reduce CSBG funding this year. Armed with that
information, the EOC held its annual public hearing to gather
input as to the low-income needs of the community. When I
informed the audience that funds for this year would not be
reduced, there was applause . By deciding to reduce these
funds , the credibility of the EOC will be damaged.
The EOC cannot afford this lack of trust from the low-income
community, not now. Not when we are embarking on our new
direction of leveraging CSBG funds through a new non-profit
entity that this Board approved.
I understand that the battle to balance the budget is a tough
one , just as tough is the battle in the War on Poverty, a
battle that has been fought for over 25 years. Help us in
that battle by keeping CSBG funding at its current level .
Thank you.