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Home My WebLink AboutMINUTES - 04231996 - D1 D. 1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA DATE: April 23 , 1996 MATTER OF RECORD ------------------------------------------------------------------ ------------------------------------------------------------------ SUBJECT: Report From The Director, Growth Management and Economic Development Agency, On Departmental Performance On this date the Board of Supervisors considered the report from Val Alexeeff, Director, Growth Management and Economic Development Agency, on departmental performance . THIS IS A MATTER FOR RECORD PURPOSES ONLY NO BOARD ACTION TAKEN ............... ..... .......... .......... .. ......... .......... ....................... ............... ............... ............ z D................................. ........... ...... ..................... ......... ...................... .. ..... ... ...w X.................. ..... ................... .......... %................... ............... ............ ...... --- ............................... ;... ...... ........... � ......................... ................... ...... .. ..... ..... ......... .............. .............. ................ ....... .......................... .::.:: ............. ........... ............ .... ................... ......................... ,""'"''*,,",:,*,,* *- .::,.:'.X .......... ......... ........ .......... .................... ........ X. X. ...................... .............. . .............. ............................. ..................... ......................... CONTRA COSTA COUNTY .................................. ... ................. .............. .................. ........ ......... .................. ... ........ .......... ............ .. ........... '' .......................- . .................. .............. ................. ..... ........ ............ ............ ....................... GROWTH MANAGEMENT ... .... ..................... ........... ..............I........... ........... AND ......... ............... ......... ............... ......................... . x .......... ..................... . .. ........... .......... �...== . ............ .......................... ........................ ....................... ...........................%� ........... ECONOMIC DEVELOPMENT .................. .. ............... ........... ........... .......................... ........... .. ....... ......... ...... . ............... AGENCY ...........-.......................... . ........... ..................... .................. .............. .................. ........... ........................ ..........- ....................... ... ................ .......................... ............ .......... ......... .......... ........... . ......... ....................... ...................... . .......................... ..................... ................. .......................... .................... ..... ............. . .......... . . ......................... PERFORMANCE REPORT ......................................%%......... TO THE BOARD OF SUPERVISORS ., APRIL 1996 D. � TABLE OF CONTENTS PAGE NUMBER SECTION I DEPARTMENT OVERVIEW MISSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I - 2 OPERATING PRINCIPLES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I - 2 SECTION IA - DEPARTMENT RESPONSIBILITIES . . . . . . . . . . . . . . I - 3 SECTION IB - ORGANIZATIONAL STRUCTURE BY PROGRAMIFUNCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 - 7 SECTION II RESOURCES SECTION IIA - FINANCIAL RESOURCES . . . . . . . . . . . . . . . . . . . . . . 11 - 1 SECTION 116 - PERSONNEL RESOURCES . . . . . . . . . . . . . . . . . . . . 11 - 24 SECTION IIC - AFFIRMATIVE ACTION . . . . . . . . . . . . . . . . . . . . . . . 11 - 28 SECTION IID • SICK LEAVE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 - 33 SECTION IIE - STAFF DEVELOPMENT . . . . . . . . . . . . . . . . . . . . . . . 11 - 36 SECTION IIF - AUTOMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 - 39 SECTION III CUSTOMER SERVICES SECTION IIIA - SERVICE DELIVERY SYSTEM . . . . . . . . . . . . . . . . . 111 - 1 SECTION IIIB - CUSTOMER PROFILE . . . . . . . . . . . . . . . . . . . . . . . . 111 - 3 SECTION IIIC - CUSTOMER RELATIONSHIPS . . . . . . . . . . . . . . . . . 111 - 7 SECTION IV ANNUAL PERFORMANCE SECTION IVA - PERFORMANCE INDICATORS . . . . . . . . . . . . . . . . IV - 1 SECTION IVB -ACCOMPLISHMENTS . . . . . . . . . . . . . . . . . . . . . . . . IV - 9 SECTION V CHALLENGES AND NEW DIRECTIONS SECTION VA - CHALLENGES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . V - 1 SECTION VB - NEW DIRECTIONS . . . . . . . . . . . . . . . . . . . . . . . . . . V - 14 SECTION I DEPARTMENT OVERVIEW SECTION I - DEPARTMENT OVERVIEW AN OVERVIEW OF THE GROWTH MANAGEMENT AND ECONOMIC DEVELOPMENT AGENCY: The Agency is an exciting and dynamic organization. This is attributed to three factors: 1 . The talent that exists within the departments. The County has succeeded in attracting highly motivated and professional individuals. These individuals keep up with their respective professions, donate effort to the County, and continually challenge assumptions and provide high quality work within tight schedules. 2. The mix of disciplines. Yes...Building, Planning, and Public Works all have something to do with development, but they see development from different points of view. Rather than competing (as is their natural tendency), they challenge and compliment: transportation planning, code enforcement, application processing, standards' consistency, information system coordination, project evaluation. All benefit from the mix. 3. Changing circumstances keep us on our toes, new laws, new elected officials, new circumstances force us to change. Change creates new perspectives and forces everyone to innovate. VA:dg perfm%.rpt(3/26/96) I-1 MISSION: We influence the development and maintenance of communities. OPERATING PRINCIPLES: We carry out policies of the Board of Supervisors. We solve problems with a multidisciplinary approach. We function in a legalistic environment with diverse, competing interests. We serve public and private interests fairly and equitably. We recognize the diversity in the population we serve and respect their interests, opinions, and concerns. We seek consensus when possible. We understand that all activities and decisions have costs that must be recognized. We make optimum use of resources. We promote efficiency, consistency, and quality in our performance. We are interdependent and rely on cooperation to complete tasks. We rely on fact and exercise professional judgement. We treat customers as we would like to be treated. We solve problems with imagination and creativity. We help our fellow workers achieve their full potential. We are future oriented and we prepare ourselves for future challenges. VA:dg perfm%.rpt(3/26/96) 1-2 SECTION IA - DEPARTMENT RESPONSIBILITIES Building Inspection ✓ Inspection Services Review plans, issue building permits and inspect the construction of buildings to ensure construction of structurally sound buildings. . ✓ Grading Services 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. ✓ Property Conservation Housing Services 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. ✓ Land Information System The Land Information System is a computer system based on the County Assessor's parcel numbers which provides computerized data related to the ownership, assessment, zoning and development of real property. ✓ Administrative Support Provide administrative support, including a computerized land information system, for the inspection, grading, code compliance, and housing rehabilitation staff. VA:dg perfm%.rpt(3/26/96) 1-3 D. ► Community Development ✓ Current Planning Regulation of land use and development in accordance with County policy and applicable laws. ✓ Advance Planning Maintenance of a long-range policy planning process to anticipate and respond to socioeconomic changes, new legal mandates and local priorities. ✓ Transportation Planning Development of an effective transportation network throughout the County by planning roads and other types of transportation systems on Countywide corridor, area and neighborhood levels. Develop County Growth Management Program. Road development paid for with Navy Fund and Measure "C" money are dedicated to projects in other departments and/or agencies. Other departments and/or agencies spend Navy Mitigation Fund and Measure "C" monies budgeted in this program. ✓ Conservation Administration of the Solid Waste Management and Recycling programs and provision of technical services related to water, sewer, sanitary landfills, and other environmental issues. ✓ Water Development of County's water policy and administration of County Water Agency. VA:dg perfm%rpt(3/26/96) 1-4 D. t ✓ Keller Mitigation Programs Administration of Community Assistance Mitigation funds for youth recreation, family counseling, and related projects in Bay Point and other nearby communities negatively impacted by the Keller Canyon Landfill. Administration of Open Space Mitigation funds for wetlands' preservation. ✓ Community Development Block Grant Administration of Federal funds for new housing, preservation of existing housing, economic development, infrastructure improvements, and neighborhood facilities. ✓. Redevelopment 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. ✓ Support Activities Provide administrative and clerical support to departmental programs. Public Works ✓ Road Engineering - Construction Develop plans for specific road projects, obtain financing, and construct new roads or improve existing roads, to facilitate safe, property regulated traffic and pedestrian movements. Provide for school crossing guards in the unincorporated area of the County. VA:dg perfm%.rpt(3/26/96) 1-5 ✓ Road Maintenance Maintain the County's road system at a safe and usable condition. ✓ Engineering Services 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. ✓ Drainage Provide drainage maintenance for County-owned drainage facilities in the unincorporated area and engineering assistance to citizens regarding drainage matters. ✓ Airports Provide operation and capital development of Buchanan Field and Byron Airports. ✓ Administration and Real Property Services 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. VA:dg perfm96.rpt(3/26196) 1-6 SECTION IB - ORGANIZATIONAL STRUCTURE BY PROGRAM/FUNCTION y GMEDA ADMINISTRATION AREAS OF RESPONSIBILITY PERSON HRS Area: Departments and Departmental Issues 705 • Administrative Concerns Pertaining to • Personnel • Conflicts • Training • Budget • Priorities • Teambuilding • Interdepartmental issues Area: Extension of Board of Supervisors/County 359 Administrator • Extend influence into departments. • Serve on committees. • Transfer information and issues to and from departments. • Participate in events. • Represent County in regional/state forums. Area: Projects 256 • Work as staff in review of project-related issues. (Go where the money is.) Time generally spent in high- revenue generating projects or projects that have gotten off track. Area: Development 314 • Keep on track of development-related issues. Rules are changing, economics are changing, development is changing. We cannot afford to lag. Need to maintain contact with widest group of people to keep perspective. Area: Major County Facilities and Infrastructure 323 • Solid Waste • Transportation • Water • Airports Area: County Initiatives 85 • Economic Development VA:dg perfm%.rpt(3/26/96) 1-7 APPLICATION AND PERMIT CENTER AREA OF RESPONSIBILITY PERSON HRS ........... ............ . ... . .. ........... .... -... ..... ..... .**. .. . . ......... ....... .... ...... ................. . .............. ......... ... :risen St$ff ity Development Application Intake, Fee Collection, Recordskeeping 1,299 Public Information 1,819 Building Permit Clearance 2,078 ...............I....... ............ ............... ................ ................. .. . ...... .. PW ................ ............... ............... ............... ................ ............... >f �u i1d**"*'* I " *" O *"*"'*""'t Building Permit Application Intake, Records Kee in Fee Collection 1,872 Public Information 208 .......... ... ... .. ............ Permit Issuance (Transportation, Encroachment, Floodplain), Recordskeeping, Fee Collection 1,664 Floodplain Management Program 208 Public Information 208 .. ....... ............... ............ ......... .. .. . ................. :nvlr.onm..0. ...... ... .................... ...... .................... ... h [Hda ............... ................ Development Application Review 348 Public Information 348 .......... .. . ... ........... ...... .... .. ... It V. Development Application Review, Recordskeeping, Fee Collection 624 Public Information 312 Building Permit Clearance 1,144 . ............... . ........... .......... 0'"Ean ge ou ......... .. . .. .. APPLICATION AND PERMIT CENTER MANAGEMENT 728 Current Special Projects: Fiber Optics Feasibility Study:Project Manager Airport Center permit processing coordination Byron Airport permit processing coordination Fee Process Study Current Committees: Current Planning (PW/CD) Executive Committee Communications(CAO) Legal Audit Zoning Ordinance Floodplain Management Team OES Public Information Team Agency Information Systems Advisory Group:Chair Rural Roads Standards Development Pre-Application Review Process Development Public Information 312 Coordination of Services (includes Ombudsman Services and responses to staff 1,040 5 requests for coordination) VA:dg perfm96.rpt(3/26/96) 1-8 BUILDING INSPECTION DEPARTMENT PROGRAM/DESCRIPTION PERSON HOURS C T o tY: ►lu 11*rr Lo nnht � l~uNl� ( o ) .. : The mrsssjon of the Bu�ldrng Inspeet or.JeOW!ffion:�s to establish and enforce ntnimum s#andards fk .or bu�ldrns and structures to safeguard life or Iambi health, and property Over the past several decades, the basic mssiort has been steadily expanded to include respons�bal�ty to enforce regulations that go beyond safety and property protection Examples include regulations that advance socle al goals, such : as energy conservation, full acdess#o bu�ls��ng and parf�ctpation of people With disabilities cvnsia er roteeticr�, and z.%*Jh .cede carrm .fiance.enforcement;;;. Program: Administration (Org. 3415) 17,280 • Staff provides support to the various programs, and are overseen by more than one manager • Monitors State legislation/regulations • Answer phone inquiries • Provide records research and copies of documents to the public • Data processing and MIS • Records management • Budget • Personnel • Purchasing • Provide other administrative duties as required Program: Land Information Systems (LIS) (Org. 0348) 3,456 • Provide support for the Land Information System for the County and other agencies • Responsible for Community Development and Building Inspection MIS, including PCs, LAN, and other automated systems • Act as liaison with other County Departments and agencies for LIS, WAN, and related functions • Support GMEDA MIS functions in conjunction with individual departmental staff • Provide other administrative support where appropriate VA:dg perfm%.rpt(3/26/96) 1-9 PROGRAM/DESCRIPTION PERSON HOURS Program: Engineering (Org. 3420) 5,184 • Review engineering calculation of structures • Review life and fire safety of structures • Review handicapped requirements • Field inspection for complicated structures • Respond to questions from the public covering building code, construction, and general building design problems • Assist building inspectors and plan checkers with code and technical problems •. Interpret building codes, county and city ordinances Program: Plan Checking (Org. 3420) 5,184 • Review new residential, additions, and alterations for compliance to building codes, county and city ordinances • Review energy conservation for residential buildings • Issue permits • Answer questions and provide information in relation to permit issuance, building codes, county and city ordinances Program: Construction Division (Org. 3420) 27,648 • Inspectors make inspections of projects under construction for compliance with approved plans and with applicable County, State and model codes and regulations • Journey-level building inspectors make inspections on one and two-family houses • Senior-level building inspectors make inspections on all types of projects, with a focus on commercial and industrial buildings • Grading inspectors make inspections on grading activities ranging from subdivisions to single family houses • All inspectors provide information on the permit process, codes and construction requirements to the general public VA:dg perfm96.rpt(3/26/96) 1-10 PROGRAM/DESCRIPTION PERSON HOURS Program: Property Conservation/Code Enforcement 7,776 (Org. 3420) • Investigate complaints of Housing and Zonign Code violations. Abatement of substandard buildings. • Inspection of setups in forty-three (43) mobilehome parks • Inspection of mobilehome setups on private property • Pro-active code compliance inspections in two s ecific target areas :: <:.... CATEGQI 'ti � �IEI�HB�QRH ?C10 PRESERVATION FUN'S $250,000) The Program provrdes be}aw market rate Iaans to law mome Ilameowners tp correct eod uto}atrns artd to refurbish the house The sources of loan funds inclucte GIiG funds and:IQn.re a menu. Program: Neighborhood Preservation (Org. 0591) 6,048 • Intake of applications for low/no-interest loans • Inspection of homes needing housing code repairs • Disbursement of funds for work done on properties • Marketing of the Program • Record keeping of loans made • Reporting to HUD qs nppdp-d VA:dg perfm%.rpt(3/26/96) I-11 �-► COMMUNITY DEVELOPMENT DEPARTMENT PROGRAM/DESCRIPTION PERSON HOURS «»:>< :;> AR'1 ::>:IIN:1 :::U: 1i!EIIME( 1N)Q 't1i .3 ..:............................... ..t . W..n '.a5.i..n. . '` " X. C . .... :el : :.:. rip. : r : ai ::...: ....fB . ; L .....:...:..:...:....:...:. a rd rar >`ottttQtrte< Ervrnft> ffa�rs>l✓ mtittee.I a. cis............... ::::::::::::::::::::::::.........:::::::.::.t.::::::::.:::::::::::::::::::::.:...... . ::._.:::.:.:::::::.::::.:::::::::::::::::::::::::. r «:# at ...�a.Is..Ccml�tte ..etc... ..Ali..scat~e... r :<In ::: € r: ue : >:>< .........................t........ ...............................................-...................................................................................-............. Program: Current Planning Division (Org. 3520) 22,464 • Ordinance Amendments • Review and preparation of various types of applications (variance, Land Use Permit, Development Plans, Rezoning, Planned Construction Development) • Development Agreements • General Plan Implementation • CEQA lead agency; monitoring for County and State • Assist land use litigation Program: Advance Planning Division (Org. 3520) 6,048 • Demographics, census research, growth projections, LIS Data Management • Processing General Plan Amendments, growth management monitoring • Child-care ordinance management, liaison with cities and adjacent counties re land-use, respond to public re land-use, incorporation Program: Solid Waste (939) (Org. 3521) 5,184 • Implement CoIWMP Mitigation Monitoring Program • Negotiate Solid Waste Collection Franchises • Negotiate MOU's with Special Districts (SWM) • Conduct lien hearings • Review, research and provide comments on State legislation • Monitor franchise agreements VA:dg perfm96.rpt(3/26/96) 1-12 PROGRAM/DESCRIPTION PERSON HOURS Program: Resource Recovery/Recycling (Org. 3522) 1,728 • Development of Compost Consortium (Cities and County) • Hotline Info System Management • Community Outreach Programs • Conduct Waste audity for business world • Initiate recruitment, review land issues and apply for loans to finance private and public programs Program: Mitigation and Monitoring (org. 3523) 3,456 • Response to public concerning issues related to landfills and transfer stations • Monitoring of landfills and transfer stations to ensure that conditions of approval are adhered to • Represent State in contracting for and holding hearings on EIRs (non-County) • Support of County in litigations and lawsuits Program: Contract Administration (Org. 3524) 1,008 • Administration of all financial matters dealing with contracts, primarily EIR consultant contracts • Management of all contracts to ensure that contractor meets all administrative conditions; invoicing and paying per contractual conditions Program: Franchise/Export/Rate Regulation (Org. 288 3525) • Initiating, monitoring franchise contracts; detailing conditions; analyzing consultant audits and recommendations regarding franchising, export rate setting and general rate regulations as applied Program: Transportation Division (Org. 3520) 720 • Administration of a transportation program consisting of numerous sub programs; subsidized by fees, gas taxes, measure C funds and some general funds; programs consist of Countywide TDM, Department TDM, Growth Management, Advance Planning of Roads, Rail planning, General Plan Amendments etc. VA:dg perfm96.rpt(3126/96) 1-13 I. i PROGRAM/DESCRIPTION PERSON HOURS ' . OR .. "fit Ti" :.';:::':: :1ot a wJi rrrm... .:.:f:::::. .::.:: ::::::.::: .:.:::::::::::::::::::::::: .:::::.:_::::.:,::::..:::::. :::: >al <Sfafi > re or ai<flr<Jta al> >:I it at i >:>>:<t rns.t.. .bA e", -W . ual.t .... :::::: :.::::::::.:.::::.:::.::::::::::.::.p.::.::::.::::.:::::::::::: .::::...:::::......::.::.:.:::.::::::::::::.::::: .:::::::::. :i :......i':isLL?:i:<:::iii:^::::i::j::ii::::i:!.ii::::::::::.::.�:::::::.�:::::::::::::::•:..:v..�::::...:::::::: .::::.�::::::::::::::::.::.i.............i......::::.i:.iii?: :.i::.'::ii:i•:ii' "'.iiY.'::::::.:.::'.iii':i::: :},:..:...:. .:......:......... r..,:..: .:...i:::.:.:..:...:...:..:....:..:....:'••�"�+:.:�,.: ...:r:":i:iii.•. :i .•. �.:::•...:::. '.':'::i. �'.�. ::: ':!:: :i;:. :;i. '' '.:.� :. titin: <:to:<wafer::u er ::wt:tht >th:t :::Jon.. ::.:.':r.....a:::;>focu:s> s>; n;: f te:::Wafe. :: .:.::.::::::::::....:::::::::::.::::.::::::::.::::.::::::. :.:i.::':i:i''i:':?:i:'i:?::i Program: County Water Agency (Org. 3520) 2,592 • East County Comprehensive Master Plan development • Delta Environmental Service Center Program • Wetlands, mitigation bank program • Regional Plan for reclaimed water use • Levee Rehab, Jersey Isle • EBMUD Watershed Management • EBPRD North CC Shoreline P. < > tit . s €ri :.> ..........:..d..... ...e...... ............t.. ................. :.....:....:::.... ,.::::.:.:::::::.::.:::::::::::::: ..::..:: .::::::::::,::::.:.,.:::::. i. . , .:.... .....;: : a " >' ' s� r :.....acrd: asirttt:rr ::: f::rrta :>iranst:: . stsartih <irict�Morin rid................. ..:.. :::.::::::::.. ..:::::..................: :: :.: .::::::.:...:.:.....................................................:.:...:.:...:::::.:::::.:::::: ...:::::..:.................. ::%;:>i::.:<::::;•s:a::i:;::a:•r:<.:<.:: .;:.>i:;:ii;:+;•>i>:.>:.:.iii:•:i:.>:.>:.>:;::.»:.:.>:::.:::•r:.>i:.::.:;.i:.>:.>:::.>:.>:.::>:;.::.i:.>:.>:.>i>i>i::.i: J >.r vernent;o ; f €iaf n r l l. ....:..::..:...n. .......................................................................... Program: 4,320 • Monitoring, evaluation and design of growth management program • Administration of Employee TDM and Countywide TDM programs • Staff to SWAT, WCCTAC, TRANSPLAN, TRANSPAC, TVTC :i::i::i:?iii::?J::r:::is i::? ;:::,:.i': i:: •::;: «<ii':<r::�.::::?. :..`:iso:::' .....:v......::.:::':i::;,'.:";5:'.::.... :>":�:...i:. :%:'::<?';t;i:ii::iii:<:ii' i::i::::::+::i::::ir:?:;i :: i:i::%:::<5::::i::: .;i:.:.iiii:;... ........ >:::>::> <>::>:<>>::::: O.R r...PLEA A T.:H.ILL.:TRAN tT..€ .... ::<::.:>:. 1t31`t:>. . >trarswfihrtl .....I. er ..H.tl........ Xx .:.::.:.: :.: '. �:::> ::: < ... .:..:..:::..:..:..::... .; :. ...;:.: <.::..:::. I:`:< `dirftiti iththe::: :.. t �r'a or......... '.: ...clefs .rnet.:Ar :: a.:.:..... ..::::...::::::::::::::::::::::::. :::::.::::::::::::::.:::.:::::.:::.:::..:..:....:.::::::::.::::::::::::::::::.: :::::..: ::.:::::::::::::::::::::.::_::.::..::.:.:::::y.....::.......................... ...:................:..:.::::..:::::::::::::::::.::::.:::.:::...::....:::::::::.: .......:::.. .:.:.: :: .,:. 0.4 is Program: 60 • Distribution of funds to the area (coordinator) for purchase of vans (van-pools) • Manage the local area TDM program providing program and financial oversight, and staffing of an advisory committee VA:dg perfm96.rpt(3/26/96) 1-14 PROGRAMMESCRIPTION PERSON HOURS CAT M. #: :. : ': of >:T't :> t> devel . €aen#/Enaic> evca :rnent.. 3:.v� ir�:.c. fc a ::.:::...P . :.:::.:::::::...................:::::::::::::::.I :::::::.:::::::::::.:::::.::::::...:.::.::.:.::..:-9-(.. :...::..:..:........:.....:.:...::....::::: r ent tis...�lat. .' ..t .redrlto rn vl «.>:>=° 010``:'::'':'' :`' :e t:: ..act� . d c� ttrrrtttt.. ...................... ..r .... .:...rrn.... .............................................. ...............................:.. :.......:.:::::. ...............::::1 . ::# ::::::,::::::::::::::..::::::.:::::::. .:::::::.:::::::::: :: p::.,:....... tdisi ' ccrarti� deeltr rrietit'artd>d '>:itl> i .rc .0. .e . . t.#nanc�rt ....... �. ..I.....:. .:``:'::`:t t:.::.. ...:Ia: t.:s.. i .:.:..e::: _::n:.t::r:._a.+.:... : : .::c.::a.:::::n.. .:wt .::' :'e:o ::::: ::::b : : t..,. ... -i th "' ':[:'tips:>to> yy��_��_pppppp �y{:�y� <:'!�v:::::: ::: ::i: :::;::::::::: ::: C :::: :::::i :::::'t:::::;::;'+. : :'•:;i:::::`;::::: i:::::::22:?::::i:::::::::;: ;: :2:::i:<2: :::Y::;::;::;:::::;:::;;;'. tYYI�t'f � ::: :::i::::t::::::`: ::::;:::;::::::: ::::+ :::ii::i:::2::: ::;:;: ;:;: :::::::::: ::::>:::� :::::: ::i::::::::::::::22:::is:?::::::::Sj�i;::i:::::::::::�i • Current Planning Activities 1,304 Review of land use applications within Redevelopment Project Areas. • Central Permit Counter Support 432 Support of Central Permit Counter by Redevelopment Agency staff. • Program Accounting 924 Support of Redevelopment function through fiscal controls and budgeting. VA:dg perfm%.rpt PROGRAMMESCRIPTION PERSON HOURS Program: Redevelopment • Pleasant Hill BART 1,010 The principal objectives for the Pleasant Hill BART Station Area Redevelopment Plan are to: (1) improve land use and development; (2) improve transportation and circulation of traffic; (3) promote urban design which will project a positive image and have regional and local identity; and (4) provide for a mix of employment and residential land uses, including affordable housing. 680 • North Richmond The principal objectives for the North Richmond Redevelopment Plan are to: (1) revitalize and expand industrial and employment related development; (2) develop a neighborhood commercial district and expand community facilities; and (3) upgrade deteriorated housing and stimulate the construction of affordable 970 housing. • Bay Point The principal objectives for the Bay Point Redevelopment Plan are to: (1) stimulate the construction of new affordable housing; (2) upgrade and rehabilitate existing housing units and the development of community facilities; (3) provide major infrastructure improvements; (4) 970 expand and revitalize commercial development; and (5) stimulate new industrial development. • Oakley The principal objectives for the Oakley Redevelopment Plan are: (1) fund transportation and circulation improvements, particularly those related to State Route 4 deficiencies; (2) upgrade inadequate public and community facilities and 680 infrastructure; (3) upgrade and rehabilitate existing housing units; and (4) stimulate new light industrial and commercial development. VA:dg perfm%.rpt(3/26/96) 1-16 A. I PROGRAM/DESCRIPTION PERSON HOURS Program: Community Development Block Grants 5,075 Federally funded program that provides funds for upgrading housing opportunities, facilities/infrastructure, and public services in lower income neighborhoods. Program: Housing Administration and planning of housing programs designed to provide decent, affordable housing to County residents. • HOME Program 2,507 Federally funded program that provides funds for constructing new affordable housing, and rehabilitating existing housing for lower income households. • MCC Program Administration 1,136 Review and processing of federal tax credit applications from low and moderate income first time homebuyers. • Multifamily Mortgage Bond Compliance 200 Review of compliance with lower income affordable housing requirements of Multi-Family Regulatory Agreements for approximately 4,000 rental housing units. Program: Capital Projects Financing 1,206 Oversight and management of new tax exempt bond issues for housing, redevelopment, infrastructure financing, and the financial management of said issues. Program: Economic Development 200 Develop and implement programs to enhance the economic base of the County, and to improvement employment opportunities. Programs include County real estate asset management, a non-profit economic development corporation, and em to ment linkage programs. VA:dg perfm%.rpt(3/26/96) 1-17 PROGRAM/DESCRIPTION PERSON HOURS JIN XX Program: Park Dedication Funds 180 Administration of the County's Park Dedication Ordinance, including fund allocation, ordinance interpretation, and program accounting. Program: Mobile Home Advisory Committee Support 104 Staff support to this Board-mandated Advisory Committee charged with task of advising the Board on mobile home issues in the unincorporated County and engaging in conflict resolution between park owners and tenants. Program: Tri-Valley Affordable Housing Committee 24 Staff support to Committee of elected officials in Tri- Valley Area (Danville, San Ramon, Livermore, Dublin, Pleasanton) developing cooperative solutions to sub- regional housinQ needs. Program: Staff to Airport Land Use Commission 320 State mandated committee that looks at potential airport land use conflicts. Program: Response to Letters from Public/Media via 80 BOS Referrals from Board to respond to media. Program: Hazardous Waste 56 Hazardous Waste Commission and hazardous waste issues require frequent assistance. Program: Land Management Program 16 County has assets that are reviewed periodically for possible disposition. Program: Non-County CEQA/EIR Analysis 64 County needs to review other agency EIR's, sometimes with effort sufficient to prepare a lawsuit. VA:dg perfin%.rpt(3/26/96) - g F- PROGRAM/DESCRIPTION PERSON HOURS Program: PH BART General Plan Implementation 40 PH BART no longer provides any fees, however, issues related to development of the area require staff time and assistance. Program: Ordinance Code Amendments 888 Initiated by Board, State law, and local needs. Staff is assigned as necessary. Program: Urban Forest Restoration 24 County participates in area programs to promote ecology. Program: OES Situation Analysis 72 CDD particpates in emergency training for OES. Program: Transportation Miscellaneous 616 There are many transportation issues that are general in nature and must receive response despite the fact that they are not related to a specific project. Program: Liaison with Cities and Special Districts 1560 Many issues exist where County is requested to participate with other jurisdictions. Program: Assisting with Land Use Litigation 1840 Staff is often called upon as a witness in land use and CEQA cases when County projects are not directly involved. Program: Negotiation of Solid Waste Collection 5536 Franchises County does not establish franchise fees, thus far, so staff time to pursue these items has been absorbed. VA:dg perfm%.rpt(3/26/96) v. � IFPROGRAM/DESCRIPTION PERSON HOURS Program: Staff to ContraCostaWORKS Advisory 40 Council and Industrial Advisory Committee Board initiated efforts to promote economic development which has not received any funding for 1994. Committees are due to expire at the beginning of 1995. Ad Hoc Committee Staff to Agriculture Task Force, 7392 Permit Committee, Dougherty Valley Oversight Committee, EI Sobrante Fee Study Committee, Joint Brentwood Meetings on Cowell Project, Tassajara Valley Citizens Committee, Juvenile Hall Replacement Project Team, Avian Raptor Study with Alameda County, Biodiversity Study with EBRPD and EBMUD NQ Program: Keller Canyon Community Host Mitigation 400 Fund Host community mitigation funds resulting from Keller Canyon Landfill. Supports projects that enhance the services and facilities of Bay Point and'Pittsbur . VA:dg perfm%.rpt(3/26/96) 1-20 DA PUBLIC WORKS Program/Description Person Hours ;:::::>. :: ::::;°::' <:>::.:-XX GATI C�t�RY. ROAa TRANSPQRTRTt N t&0 00}.:.;::.;::::; The Road and Transportaon category contains all of the lepartm nt s activres.:relattng to tfie roads and transpor#atron Issues lncluding rnalntenartce,capital rmprouernen#s, advance engineering,and plannan The objective is to finance and Implement needed infrastructure, maximize the efficiency ofthe infrastructure already to place,and maintain the in place in€rastrticture:irt;a.;aafa;arid usable condlt�gn� 'fhe Road and Transportation ca#egory is d�vIded . .............:............. I en:pro Program: General Road Maintenance (60100) 67,252 The General Road Maintenance Program provides the routine maintenance work needed to keep the 740 miles of roadway and 111 bridges in the unincorporated area safe and functional. This program contains all of the road maintenance activities except for pavement maintenance which is contained in a separate program. Program: Pavement Maintenance(60200) 37,439 The Pavement Maintenance Program provides for the patching and replacement of deteriorated pavement and the preservation and rehabilitation of pavement through the application of various surface treatments. The objective of the program is to provide a smooth and safe riding surface for today and into the future at the least cost. Program: Road Capital Improvements(60400) 46,106 The Road Capital Improvement Program provides the engineering, right of way acquisition,and construction of road improvement needed for safety and capacity to meet the increasing demand on our road infrastructure. . Program: Traffic Operations(60500) 6,587 The Traffic Engineering Program provides for the efficient movement of vehicular and pedestrian traffic in a safe manner tlirough the application of professional traffic engineering expertise and practices;and to collect and maintain sufficient, pertinent traffic data to provide necessary information for decision making in traffic mana ement. VA:dg perfm%rpt(3/26/96) 1-21 Program/Description Person Hours Program: Road Engineering (60600) 7,627 The Road Engineering Program provides the engineering and liaison required in the implementation of the road infrastructure. This includes coordination with the State,cities, Metropolitan Transportation Commission (MTC) and other agencies. It also provides for grant applications required for State Federal funding and alignment studies for various County roads. Program: Advance Engineering (60700) 3,987 The Advance Engineering program provides the advanced road engineering and studies necessary to develop a project. This program also provides for short,quick ad hoc studies that might arise from day to day. It also includes development of the County bike system, continuing development of the road budget, and participation in developing a seven year County Road Improvement Program project list. Liaison is provided with various agencies for the East County Corridor, Route 93,and the Willow Pass Grade Ultimate Project. This program also provides continuing updates to the areas of benefit. Program: Road Information and Service(60800) 6,413 The Road Information and Service Program provides services to the general public,such as records search and road information, right of way descriptions,dedications, monument information, etc. This program also includes financial assistance to the Community Development Department for funding advanced road planning studies. The program further funds special projects such as revisions of standard plans, bridge inventories, updating the project log and updating County areas of benefit. Subdivision applications and development permits are reviewed for traffic safety and operation, and conditions of approval are forwarded to the Community Development Department. This program also provides for the road vacation services requested by the general public,developers,and maintenance staff. VA:dg perfm%xpt(3/26/96) 1-22 Program/Description Person Hours CATEC30RY aRAIIVAtE' 6'1000 .....:.:,. .. The Drainage category contarns alt of the t3epartrnent's activlties retat►ng#o non road drainage;' Including maintenance of County and Flood Control Dlstrrctfactllttes,capital Improvements, advance engrneermg and plarinmg The ab�ectnre I5 to finance anci Implement needed drainage Infrastructure;rnaxrmizethe efficiency of the Infrastructure In place,and ma n. i i g a1f existing facilities to Insure cantlnued.servt�ce to the comrnurnty Tf�e drainX.age category IS ....... fdIVI ed i:t' rn ro: d n a n e. rams.<::: ::::::::>: ;;:: :;::;: »>:::::..;::: .. Program: Flood Control Entity Maintenance(61100) 12,306 The Flood Control District Maintenance Program provides drainage maintenance of the drainage systems owned and operated by the various Flood Control District entities. These facilities generally consist of large channel systems and flood retention facilities. The maintenance work in each entity is funded by that entity through a share of the 1 percent (1%) property tax,service charge,or Special District Augmentation Funds. Program: County Drainage Maintenance(61200) 4,507 The County Drainage Maintenance Program provides drainage maintenance for County owned drainage facilities in the unincorporated County area and for County Service Area M-23(Blackhawk). The County Drainage Maintenance Program is proposed to be funded by the unincorporated County area Stormwater Utility Assessment. The CSA M-23 drainage maintenance is funded by its share of the 1 percent(1%) property tax collected in the Blackhawk area. Program: Drainage Improvements-Design/Construction 13,173 (61300) The objective of the Design and Construction program is to implement regional drainage improvements in areas of deficient drainage to relieve flooding and resultant property damage. Implementation includes project design and construction and acquisition of proiect rights of way. VA:dg perfm%.rpt(3/26/96) 1-23 Program/Description Person Hours Program: Advance Engineering(61400) 3,120 The objective of the Advance Engineering Program is the establishment of Flood Control District Drainage Areas or Flood Control Zones and the adoption or amendment of Drainage Fee Ordinances or Benefit Assessment used to fund the construction or maintenance of storm drainage facilities. Program: Project Development(61500) 5,893 The objective of this program is to provide the engineering or liaison personnel needed to complete preliminary planning for local,developer,or federal projects. Program: Development/Maintenance of Hydrology 2,080 System(61600) The objective of this program is to provide the staff and equipment necessary for the collection and reduction of hydrological data and development of hydrological programs and standards for Contra Costa County. Program: Drainage Information and General Services 4,160 (61700) The objective of this program is to assist the public, County and city in drainage matters,including the review of development activities. Program: Stormwater Pollution Control(61800) 6,933 The objective of this program is the administration of the Contra Costa Cities*County*District Stormwater Pollution Control Program's Joint Municipal National Pollutant Discharge Elimination System (NPDES) Permit and the coordination of the unincorporated County's NPDES Best Management Practices. Program: District Administration (61900) 1,733 The objective this program is the administration of the Flood Control District as it relates to claims, insurance rights of way and equipment. VA:dg perfm96.rpt(3/26/96) 1-24 h • l Program/Description Person Hours ::. ::::..:::. ::.;: CATEGORY ENINEERING.St~RUICES(64100) fhe Eng .eermg ervjces category contains all Qf the l�epax#merits aetivfies relating to the County land deve:lopmen process,the numerous speclal districts managed by the Ptabllc Works De artment,excludio ff1:e.Flood onTo is c. andrnlscei:laneous tecliiical.sennces: Program: Development Applications(64100) 5,547 This program provides for Public Works Department review and preparation of recommended conditions of approval for various types of development. This function includes coordination and consultation with the development applicant as well as other Public Works staff,Community Development Department, Planning Commission, and the Board of Supervisors. Program: Development Engineering(64200) 18,547 The Development Engineering Program provides for the review of development plans as required by the various County Ordinances and the Subdivision Map Act and inspection of all public and some private improvements. The review includes improvement plans, parcel maps,final maps,and other documents relating to the development of property within the County. The review ensures that new public improvements comply with Department standards to minimize maintenance costs and provide serviceable facilities for the safety and welfare of the public. Program: Permits(64300) 347 A central permit engineer reviews,issues and administers encroachment,drainage,overload and road closure permits to the public and other agencies. Inspectors from the Construction Division inspect the permit operations to ensure compliance with permit requirements. The service is primarily to protect the rights and obligations of the Department, but also provides protection and safety to the public from substandard, inadequate and/or dangerous activities of others. VA:dg perfm%.rpt(3/26/96) 1-25 Program/Description Person Hours Program: Special Districts (64400) 13,866 The Special District Program provides administrative services to the public in the unincorporated areas of Contra Costa County and to other County agencies. Various agencies of the County,including the Public Works Department,and the public(usually homeowners and business owners) on occasion wish to use assessment district procedures to finance and construct public improvements such as streets and drainage. In some cases the work desired is geologic stabilization or undergrounding of utilities. Administrative services include chairing the County Assessment District Screening Committee,assisting in the Assessment District formation process, facilitating dispersal of funds,and segregating the bonds as necessary. Program: Redevelopment Agency(64500) 173 The objective of the Redevelopment Agency Program is to provide engineering services to the Redevelopment Director as required to plan and construct the infrastructure required by the various adopted redevelopment plans. It also includes the acquisition of parcels of land necessary for the construction of public and private improvements that conform to the adopted plans. The program also provides for engineering assistance in the development of proposed plans. Program: Sanitation and Water Districts(64600) 520 The Sanitation and Water District Program provides sewage collection and treatment and water system management to unincorporated communities. The object of the program is to promote the health and safety of the communities through collection and disposal of sewage and the provision and management of potable waters stems as needed. Program: Technical Services Program(64700) 15,253 This program provides engineering services to the community through the maintenance of records, survey data, and various types of maps and geographic data. This program also includes the Department's computer operations.This group contains the County survey function, monument reservation mapping and record keeping activities. VA:dg perfm%.rpt(3/26/96) 1-26 Program/Description Person Hours ...::.::..... 0 GATEGORX,,.PusuC WORKS C) HSR$EI uICES(664 0}..: XX The;Rubfic V11ork ©ibex 5rvtces ca#egory cvntatns the m....-..scelfaneous funct,ans that do not fit convenlen#I into one of the revaous ca#e ones These programs are generally suRport sernces and assist the departmen#s#aff#o carry ou# their rnrssions Many of the sterns are funded by the department overhead charge which is > .....:..... �._ d d n:al. .. ram.a tivafies<:::;:::: ::< :::<•.::. ::,;;>,,,,;.<:;:::::;::::;:::: . ;:>:::<:>: ::::.:<:::<»<; . .: . ;::.. Program: Administrative Services(66100) 9,360 The Administrative Services Program provides the support activities necessary to ensure that the Department's mission is accomplished legally,safely and in an efficient manner. Program: Outside Real Property Services(Non- 9,533 Engineering)(66300) The Public Works Department provides Real Property Services to other County Departments and other jurisdictions within the County,such as cities and special districts,which do not have the expertise and/or trained professional staff to do their own real estate work. VA:dg perfm96.rpt(3/26/96) 1-27 PROGRAM/DESCRIPTION PERSON HOURS UNDERFUNDt JWAN�3ATES Program: Petroleum Product Pipe Line Franchise Fees Resulting 19,413 From Use of Road Rights-of-Way " We receive some revenue from new franchise applications to cover our application processing costs. The cost shown is net after revenues. Program: Administration of Federal Flood Insurance Programs for 105,385 Unincorporated County Areas * Our data on costs and revenues is for less than six months. We estimate our net unfunded cost as$44,000 based on the current fee structure. Program: Reviewing Filing of Corner Records 67,945 " State law restricts the amount of fee that can be charged for this activity to $5/application. We received$1,500 in fees with$29,600 in expenses. Annual cost is Net Cost. NFIlN�E Program: Preparation and Exercising of Emergency Response Plan 77,652 * Includes participation in OES exercises. Program: Minority and Women Owned Business Regulations 137,277 " Does not include Construction Division review time on individual projects, nor higher contract costs due to MBEA4/BE requirements. VA:dg perfm%.rpt(3/26/96) 1-28 oA c N �` � W A 1i G a .0 o •60� ! rIl W a a v W � v IPA W p,, '�` � to � P�+ � `� •7d � w G� N •.;z o Q �o •° O U v 0 46 •o ob ° U U a; �'' o ol:mo o V ao -Advo �4 0 00 pa cn P4 19 0 o • ast C.A cn 0 z - 0 tia 1� PA 0. 0 tA ICA PA t -oa w s��y�n ys"�°r�w C) cn L) 4i Cjpn mZ z �30 a d z z uU a a a a rGi �. aW z Q u z ts� z >•F.•. o�� pyyo pU� » =Z � < CT W y yV1 cc zxP QU M �� 1✓C�ti'+✓„aa� avt zwxa 14 owl 9z M14 0 za s Cd 41 z iazzx z oil --C- Q ” z z z h Q C < aq w o�tt'xi77 a a cc w B cia w ,ZZ � a .4 as h seh x a Q' y Gl z z z z flto Q G1 0. Z -; o � P. p a, w `�aNj. `y Ile OU UCO 06 vi o 0 0 uwx ux�3 h A C+ 'gZ.� JAI v U ulhH E 2i sage N { v 4I-I Milk MISSv 94 snN c a.. u v c3 yM .'y Oi CA O v', 1 2 tzi u4 CQ two pp o fl v ? TY a l GV y ^�N O V � •� v « �� u7 .� tz �ga V�H��x o cC o. sa C a p a5 es Ll AMg� D. 1 PARTNERSHIPS In order to efficiently and effectively respond to community needs in the redevelopment, housing, and community service areas, the Community Development Department has relied on partnerships. The partnerships are with community based organizations, the private sector, other public agencies, and community residents. Partnerships work best in situations where both the County and its partner have both a policy and financial interest. Partnership activities related to redevelopment, housing, community development block grants, and economic development. They.include: • Over forty contracts with community based organizations for the funding of public services including youth, senior, crisis intervention, and housing/homeless services. Many of these agencies are funded by other County departments. Partnering and coordination was achieved via the Policy Academy. • First source hiring agreements with private employers receiving redevelopment and/or housing assistance. The agreements include partnering with the County's Private Industry Council and, in the North Richmond area, Rubicon Programs, a community based organization. • Partnering with non-profit housing development corporations has become the major way of achieving the new development of permanent affordable housing for very low income households. Critical to this is the use of local funds (redevelopment, CDBG, HOME, etc.) with federal low income housing tax credits, which are sold to private investors to generate millions of dollars of private capital. VA:dg perfm%rpt(3/26/96) 1-33 � . I • The Pleasant Hill BART Station Area is the finest example of a true public/private partnership for a large scale development program in the County. The combination of significant Redevelopment Agency investment, public financing, and private investment is necessary to achieve transit-based planning goals. The partnership with local property owners and adjacent jurisdictions is being tested as vested local interests, rather than broader public policy interests, assert primacy. • A major function of redevelopment is to upgrade the infrastructure in existing communities. Over$13 million in Agency funding in the 1995-96 budget is devoted to such projects. Much of this is done in partnership with the County's major infrastructure agency - the Public Works Department. Some of the partnering is done with local special districts. • Partnering with adjacent cities has potential for more effective service delivery as well. The Redevelopment Agency has a long history of joint programs with the City of Richmond for North Richmond. Interjurisdictional coordination related to security and vandalism in the Pleasant Hill BART Station Area is being pursued. • Joint planning is conducted when issues clearly effect County and City interests. Pleasant Hill BART has embodied joint planning concepts from its inception. The Bay Point BART joint planning program with the City of Pittsburg and BART follows on this model. Joint planning has also been used in North Richmond for the shoreline, and in the enterprise community application to the federal government. • Mortgage lending programs (Mortgage Credit Certificates and Single Family Bond Financing) involve over 200 mortgage institutions, over 50 new home builders, and over 1,700 first-time home buyers and sellers. This partnering has generated over $200 million of mortgage activity in recent years. VA:dg perfm%rpt(3/26/96) 1-34 D. I SECTION II RESOURCES SECTION IIA - FINANCIAL RESOURCES The following pages detail the Agency departments' financing by Budget Unit No. VA:dg perfm%.rpt(3/26/96) II-1 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---------------------------------- BUDGET UNIT: GENERAL ROAD FUND REVENUE CLASSIFICATION: BUDGET UNIT NO, : 0006 FUNCTION: PUBLIC WAYS & FACILITIES FUND: ROAD ACTIVITY: PUBLIC WAYS FUND NO. : 1108 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 j -------------------- ------------ ------------ ------------ ------------ GENERAL COUNTY FINANCING 13,270,932 12,880,608 13,614,000 13,614,000 ------------ ------------ ------------ ------------ TOTAL FINANCING 13,270,932 12,880,608 13,614,000 13,614,000 POSITIONS 0 0 0 0 Purpose Statement This budget unit includes the revenues which funds Road Fund activities budgeted in Road Construction (0662) , Road Maintenance (0672) , Miscellaneous Property (0674) , and Administration (0676) . The predominant revenue is from gas tax but also includes interest earnings, property sales and fees. Summary of Budcret Actions Revenues are budgeted each year based on the estimates available from state and from County information. i II-2 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---------------------------------- BUDGET UNIT: CO DRAINAGE MAINTENANCE CLASSIFICATION: BUDGET UNIT NO. : 0330 FUNCTION: PUBLIC PROTECTION• FUND; GENERAL FUND ACTIVITY: FLOOD CONTROL & SOIL CNSV FUND NO. : 1003 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 -------------------- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 296,440 253,353 379,965 379,965 OTHER CHARGES 32 32 35 _ 35 FIXED ASSETS GROSS EXPENDITURES 296,472 253,385 380,000 380,000 INTRAFUND TRANSFERS NET EXPENDITURES 296,472 253,385 380,000 380,000 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 297,030 259,794 380,000 380,000 ------------ ------------ ------------ ------------ NET COUNTY COST (558) (6,409) POSITIONS 0 0 0 0 Purpose statement To maintain County owned or operated drainage facilities and provide engineering assistance and advice to . citizens regarding drainage matters. Summary of Budget Actions No adjustments were made to the Proposed Budget . 11-3 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---------------------------------- BUDGET UNIT: BLDGS INSP LAND DEVLPMTT CLASSIFICATION: BUDGET UNIT NO. : 0341 FUNCTION: PUBLIC PROTECTION FUND: LAND DEVELOPMENT FUND ACTIVITY: PROTECTIVE INSPECTION FUND NO. : 1103 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96_ 1995-96 -------------------- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS 2,276,062 2,309,455 3,073,437 3,073,437 SERVICES AND SUPPLIES 1,190,772 1,293,476 1,967,046 2,588,417 OTHER CHARGES 40,668 40,668 FIXED ASSETS 60,310 149,993 85,000 85,000 ------------ ------------ ------------ ------------ GROSS EXPENDITURES 3,527,144 3,752,924 5,166,151 5,787,522 I INTRAFUND TRANSFERS (117,957) 42, 095 NET EXPENDITURES 3,409,187 3,795, 019 5,166,151 5,787,522 LESS: SPECIFIC FINANCING 4,137,378 4,407,758 4,827,417 4,827,417 ------------ ------------ ------------ ------------ NET COUNTY COST (728,191) (612, 739) 338,734 960,105 POSITIONS 47 48 47 47 Purpose Statement To protect public health and- safety by enforcing building construction and other related regulations . Summary of Budget Actions . The Proposed Budget was adjusted to reflect the rebudgeting of unspent monies from fiscal year 1994-1995 . II-4 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---------------------------------- BUDGET UNIT: COMM DEV-LAND DEVELOPMENT CLASSIFICATION: BUDGET UNIT NO. : 0352 •-FUNCTION: PUBLIC PROTECTION FUND: LAND DEVELOPMENT FUND ACTIVITY: OTHER PROTECTION FUND NO. : 1103 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 -------------------- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS 11,959 7,484 SERVICES AND SUPPLIES 5,037,850 4,049,730 4,016,963 3,438,722 OTHER CHARGES FIXED ASSETS GROSS EXPENDITURES 5,049,809 4,057,214 4,016,963 3,438,722 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 5,049,809 4,057,214 4,016,963 3,438, 722 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 4,642,609 4,196,987 4,016,963 4,016,963 - ------------ ------------ ------------ ------------ NET COUNTY COST 407,200 (139,773) (578,241) POSITIONS 0 0 0 0 Purpose Statement To provide an attractive environmental setting for both residents and employer/employees by facilitating the land-use regulations and. applicable laws associated with development and community facilities' including the fields of transportation, water quality and conservation. Summary of Budget Actions Adjustments to the Proposed Budget are the result of a shift of some expenditures to the 1994-1995 fiscal year. II-5 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---------------------------------- BUDGET UNIT: COMMUNITY DEVELOPMENT CLASSIFICATION: BUDGET UNIT NO. : 0357 FUNCTION: PUBLIC PROTECTION FUND: GENERAL FUND ACTIVITY: OTHER PROTECTION FUND NO. : 1003 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 -------------------- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS 3,045,486 3,047,512 3,335,178 3,335,178 SERVICES AND SUPPLIES 1,011,992 970,337 663,226 786,868 OTHER CHARGES 84,559 15,495 16,000 16,000 FIXED ASSETS 32,926 8,448 12,000 12,000 GROSS EXPENDITURES 4,174,963 4,041,792 4,026,404 4,150,046 INTRAFUND TRANSFERS (3,093,493) (3,012,243) (2,788,555) (2, 788,555) ------------ ------------ ------------ ------------ NET EXPENDITURES 1,081,470 1,029,549 1,237,849 1,361,491 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 536,037 579,019 1,009,403 1,009,403 ------------ ------------ ------------ ------------ NET COUNTY COST 545,433 450,530 228,446 352,088 POSITIONS 60 54 60 60 Purpose Statement To provide County residents with a suitable and attractive environment by facilitating adoption of development, community facilities and environmental policies and regulating the use of land in accordance with County policy and applicable laws . jSummary of Budget Actions I The -Proposed Budget was increased by $123, 642 due to rebudgeting Keller Canyon Mitigation monies. II-6 Y b. l COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---------------------------------- BUDGET UNIT: CROSSING GUARDS CLASSIFICATION: BUDGET UNIT NO. : 0360 FUNCTION: PUBLIC PROTECTION FUND: GENERAL FUND ACTIVITY: OTHER PROTECTION FUND NO.': 1003 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 SALARIES & EMPLOYEE BENEFITS I SERVICES AND SUPPLIES 24,821 OTHER CHARGES FIXED ASSETS ------------ ------------ ------------ ------------ GROSS EXPENDITURES 24,821 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 24,821 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING ------------ ------------ ------------ ------------ NET COUNTY COST 24,821 POSITIONS 0 0 0 0 Purpose Statement To provide school crossing guards on heavily traveled roads in the unincorporated area of the County. Summary of Budget Actions No appropriations were included in the Proposed and Adopted Budgets. II-7 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FOI COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---=------------------------------ BUDGET UNIT: KELLER SRCHRGE/MITGN PROG CLASSIFICATION: BUDGET UNIT NO. : 0473 FUNCTION: HEALTH AND SANITATION FUND: GENERAL FUND ACTIVITY: SANITATION FUND NO. : 1003 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 713,472 783,786 869,546 1,047,735 OTHER CHARGES FIXED ASSETS 99,210 141,641 ------------ ------------ ------------ ------------ GROSS EXPENDITURES 812,682 925,427 869,546 1,047,735 INTRAFUND TRANSFERS NET EXPENDITURES 812,682 925,427 869,546 1,047,735 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 29,782 879,334 869,546 869,54E ------------ ------------ ------------ ------------ NET COUNTY COST 782, 900 46,093 178,185 POSITIONS 0 0 0 0 Purpose Statement To perform a variety of resource recovery activities that will enable the County to reduce by 5011 landfill deposits by 1994, as required under California State Law (SB939) . Activities include collecting and preparing County paper products for sale and reuse and storing and distributing recycled paint . Summary of Budget Actions The Proposed Budget was increased by $178, 189 due to rebudgeting Keller Canyon Mitigation monies . II-8 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FOR COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---------------------------------- BUDGET UNIT: COMMUN DEVELOPMENT GRANTS CLASSIFICATION: BUDGET UNIT NO. : 0590 - FUNCTION: PUBLIC ASSISTANCE FUND: GENERAL FUND ACTIVITY: OTHER ASSISTANCE FUND NO. : 1003 ******************************************************************************** FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 SALARIES & EMPLOYEE BENEFITS 373 SERVICES AND SUPPLIES 3,813,969 4,101,797 5,310,418 5,310,418 j OTHER CHARGES FIXED ASSETS 9,284 12,261 25,000 25,000 GROSS EXPENDITURES 3,823,253 4,114,431 5,335,418 5,335,418 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 3,823,253 4,114,431 5,335,418 5,335,418 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 3,851, 909 4,116,003 5,335,418 5,335,418 NET COUNTY COST (28,656) (1,572) POSITIONS 0 0 0 0 Purpose Statement To provide grant assistance to the County to undertake activities which promote the development of viable urban communities, by providing decent housing and a suitable living environment and expanding economic opportunities, principally for persons of low and moderate income. Summary of Budget Actions Appropriations are based on the estimated amount of federal funds available in fiscal year 1995-1996 . II-9 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---------------------------------- _ BUDGET UNIT: HOUSING REHABILITATION CLASSIFICATION: BUDGET UNIT NO. : 0591 FUNCTION: PUBLIC ASSISTANCE FUND: GENERAL FUND ACTIVITY: OTHER ASSISTANCE FUND NO. : 1003 ******************************************************************************** FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 -------------------- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS 173,182 178,314 166,714 166,714 SERVICES AND SUPPLIES 90,273 69,497 63,987 63,987 OTHER CHARGES FIXED ASSETS GROSS EXPENDITURES 263,455 247,811 230,701 230, 701 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 263,455 247,811 230,701 230,701 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 260,827 251,832 230,701 230,701 NET COUNTY COST 2,628 (4,021) POSITIONS 4 4 4 4 ipurpose Statement To assist in the development of viable communities by providing decent housing and a suitable living environment in the community, principally for persons of low and moderate income . iSummary of Budget Actions Appropriations are based on the availability of federal funding. II-10 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FOR COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---------------------------------- BUDGET UNIT: AFFORDABLE HOUSING CLASSIFICATION: BUDGET UNIT NO. : 0596 FUNCTION: PUBLIC ASSISTANCE FUND: AFFORDABLE HOUSING SP REV ACTIVITY: OTHER ASSISTANCE FUND NO. : 1113 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 886 815 1,079,613 2,512,759 OTHER CHARGES FIXED ASSETS ------ ------------ ------------ ------------ GROSS EXPENDITURES 886 815 1,079,613 2,512,759 INTRAFUND TRANSFERS NET EXPENDITURES 886 815 1,079,613 2,512,759 LESS: SPECIFIC FINANCING 34,204 1,173,961 35,000 35,000 . ------------ ------------ ------------ ------------ NET COUNTY COST (33,318) (1,173,146) 1,044,613 2,477,759 POSITIONS 0 0 0 0 Purpose Statement To provide financing for affordable housing projects throughout the County. Summary of Budget Actions Appropriation increases were adopted to allow for the rebudgeting of unspent appropriations in fiscal year 1994-1995 . II-11 � COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---------------------------------- BUDGET UNIT: PUBLIC WORKS CLASSIFICATION: BUDGET UNIT NO. : 0650 FUNCTION: PUBLIC WAYS & FACILITIES FUND: GENERAL FUND ACTIVITY: PUBLIC WAYS FUND NO. : 1003 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 -------------------- ------------ ------------ ---------=-- ------------ SALARIES & EMPLOYEE BENEFITS 14,916,834 15,123,984 15,806,690 15,806,690 SERVICES AND SUPPLIES 4,246,600 4,618,592 4,501,910 4,501,910 OTHER CHARGES 36,404 38,152 28,250 28,250 FIXED ASSETS 354,376 101,088 193,300 193,300 ------------ ------------ ------------ ------------ GROSS EXPENDITURES 19,554,214 19,881,816 20,530,150 20,530,150 INTRAFUND TRANSFERS (14,110,263) (14,217,969) (14,651,940) (14,651,940) ------------ ------------ ------------ ------------ NET EXPENDITURES 5,443,951 5,663,847 5,878,210 5,878,210 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 5,162,741 5,419,938 5,700,000 5,700,000 ------------ ------------ ------------ ------------ NET COUNTY COST 281,210 243,909 1781210 178,210 POSITIONS 280 258 241 241 Purpose Statement To design, construct, and maintain County roads and provide a variety of other services in the areas of general engineering, flood control and transportation. Summary of Budget Actions A $29, 979 net County cost reduction was approved for the Proposed Budget . Staff hours were cut in the Records, Surveyor and Base Mapping programs . II-12 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---------------------------------- BUDGET UNIT: PUB WKS-LAND DEVELOPMENT CLASSIFICATION: BUDGET UNIT NO. : 0651 FUNCTION: PUBLIC WAYS & FACILITIES FUND: LAND DEVELOPMENT FUND ACTIVITY: PUBLIC WAYS FUND NO. : 1103 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 -------------------- - ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 1,740,821 1,896,071 1,900,000 1,925,485 OTHER CHARGES 250 FIXED ASSETS ------------ ------------ ------------ 7----------- GROSS EXPENDITURES 1,740,821 1,896,321 1,900,000 1,925,485 INTRAFUND TRANSFERS (305,000) (600,000) (300,000) (300,000) ------------ ------------ ------------ ------------ NET EXPENDITURES 1,435,821 1,296,321 1,600,000 1,625,48S ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING - 1,438,380 1,336,198 1,600,000 1,600,000 ------------ ------------ ------------ ------------ NET COUNTY COST (2,559) (39,877) 25,485 POSITIONS 0 0 0 0 Purpose Statement To provide engineering services related to land development and to regulate subdivision and public improvement development in compliance with Subdivision Map Act and other state and local laws. Summary of Budget Actions Appropriations were increased to reflect larger than anticipated fund balances in fiscal year 1994-1995 . II-13 Del COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1995-96 — ---------------------------------- BUDGET UNIT: ROAD CONSTRUCTION CLASSIFICATION: BUDGET UNIT NO. : 0661 FUNCTION: PUBLIC WAYS & FACILITIES FUND: GENERAL FUND ACTIVITY: PUBLIC WAYS FUND NO. : 1003 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 -------------------- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 2,730,078 1,324,659 1,536,358 1,542,621 OTHER CHARGES 3,917,877 3,320,008 314,000 425,913 FIXED ASSETS ------------ ------------ ------------ ------------ GROSS EXPENDITURES 6,647,955 4,644,667 1,850,358 1, 968,534 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 6,647,955 4,644,667 1,850,358 1, 968, 534 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 6,339,762 4,644,743 1,845,000 1,845,000 ------------ ------------ ------------ ------------ NET COUNTY COST 308,193 (76) 5,358 123,534 POSITIONS 0 0 0 0 Purpose Statement To provide capital road construction projects on non-County owned roads funded with non-general fund monies, such as Me' asure C revenue and Area of Benefit funds. Summary of Budget Actions Appropriations in this program are budgeted based on available funding from several sources . A $118 , 176 increase in appropriations was approved by the Board to rebudget Keller Canyon mitigation monies not spent in fiscal year 1994-1995 . II-14 D . COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET F03 COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---------------------------------- BUDGET UNIT: ROAD CONSTRUCTION-RD FUND CLASSIFICATION: BUDGET UNIT NO. : 0662 FUNCTION: PUBLIC WAYS & FACILITIES FUND:- ROAD ACTIVITY: PUBLIC WAYS FUND NO. : 1108 *******************************************************tom*********************** FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 -------------------- ------------ -----=------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 6,152,585 7,115,956 7,012,900 10,334,42E OTHER CHARGES 755,397 1,412,908 302,100 302,10( FIXED ASSETS ------------ ------------ ------------ ------------ GROSS EXPENDITURES 6,907,982 8,528,864 7,315,000 10,636,52° INTRAFUND TRANSFERS ------------ ------------ ------------ ---------- NET EXPENDITURES 6,907,982 8,528,864 7,315,000 10,636,52! ------------ ------------ ------------ -----------" LESS: SPECIFIC FINANCING 5,956,131 8,300,321 6,069,000 6,069,00, ------------ ------------ ------------ ----------- NET COUNTY COST 951,851 228,543 1,246,000 4,567,52 POSITIONS 0 0 0 0 Pupose Statement To perform, road construction and improvement projects to provide the public with a safe, cost-effective, and environmentally acceptable road system. Summaryof Budaet ActionsBudaet Actions The Proposed Budget was increased to rebudget unspent road fund monies from fiscal year 1994-1995 . II-15 s COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1995-96 --------------------------------- BUDGET UNIT: TRANSPRTATN IMPV MESURE C CLASSIFICATION: BUDGET UNIT NO. : 0663 FUNCTION: PUBLIC WAYS & FACILITIES FUND: TRANSPORTATION IMPROVMENT ACTIVITY: PUBLIC WAYS FUND NO. : 1109 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 -------------------- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 1,076,065 1,637,649 3,396,979 7,222,513 OTHER CHARGES FIXED ASSETS ------------ ------------ ------------ ------------ GROSS EXPENDITURES 1,076,065 1,637,649 3,396,979 7,222,513 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 1,076,065 1,637,649 3,396,979 7,222,513 ------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 1,698,544 1,701,212 3,396,979 3,396,979 ------------ ------------ ------------ ------------ NET COUNTY COST (622,479) (63,563) 3,825,534 POSITIONS 0 0 0 0 Purpose Statement To develop, implement, and maintain a County Growth Management Program. Summary of Budget Actions The Adopted Budget reflects an increase in appropriations due to rebudgeting unspent monies from fiscal year 1994-1995 . II-16 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---------------------------------- BUDGET UNIT: ROAD MAINENANCE -RD FUND CLASSIFICATION: BUDGET UNIT NO. : 0672 FUNCTION: PUBLIC WAYS & FACILITIES FUND: ROAD ACTIVITY: PUBLIC WAYS FUND NO. : 1108 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED. USES/SOURCES 1993-94 1994-95 1995-96 1995-96 -------------------- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 8,488,872 8,740,280 9,062,800 9,062,800 OTHER CHARGES 179,216 140,165 369,200 369,200 FIXED ASSETS 84,975 459,348 370,000 370,000 ------------ ------------ ------------ ------------ GROSS EXPENDITURES 8,753,063 9,339,793 9,802,000 9,802,000 INTRAFUND TRANSFERS ------------ ---•--------- ------------ ------------ NET EXPENDITURES 8,753,063 9,339,793 9,802,000 9,802,000 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 428,121 89,825 137,000 137,000 ------------ ------------ ------------ ------------ NET COUNTY COST 8,324,942 9,249,968 9,665,000 9,665,000 POSITIONS 0 0 0 0 Purpose Statement To provide the staff, material, and equipment necessary to properly maintain the County road system. Summary of Budget Actions No adjustments were made to the Proposed Budget . II-17 I b . COUNTY OF CONTRA COSTA M STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 9 (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---------------------------------- BUDGET UNIT: MISCEL PROPERTY-ROAD FUND CLASSIFICATION: BUDGET UNIT NO. : 0674 FUNCTION: PUBLIC WAYS & FACILITIES FUND: ROAD ACTIVITY: PUBLIC WAYS FUND NO. : 1108 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 . 1995-96 -------------------- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 23,342 11,868 25,000 25,000 OTHER CHARGES FIXED ASSETS ------------ ------------ ------------ ------------ GROSS EXPENDITURES 23,342 11,868 25,000 25,000 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 23,342 11,868 25,000 25,000 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 60,247 45,049 40,000 40,000 ------------ ------------ ------------ ------------ NET COUNTY COST (36,905) (33,181) (15,000) (15,000) POSITIONS 0 0 0 0 Purpose Statement To provide for the maintenance of County-owned properties lying within future road rights-of-way and special projects. Summary of Budget Actions No adjustments were made to the Proposed Budget . II-18 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FOY COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ---------------------------------- _. BUDGET UNIT: GEN ROAD PLAN/ADM-RD FUND CLASSIFICATION: BUDGET UNIT NO. : 0676 FUNCTION: PUBLIC WAYS & FACILITIES FUND:. ROAD ACTIVITY: PUBLIC WAYS FUND NO. : 1108 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 -------------------- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 2,863,424 2,722,347 3,356,000 3,356,000 OTHER CHARGES FIXED ASSETS 9,600 12,000 12,000 . ------------ ------------ ------------ ------------ GROSS EXPENDITURES 2,863,424 2,731,947 3,368,000 3,368,000 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 2, 863,424 2,731,947 3,368,000 3,368,000 . ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 760,320 576,614 650,000 650,000 ------------ ------------ ------------ ----------- NET COUNTY COST 2,103,104 2,155,333 2,718,000 2,718,000 POSITIONS 0 0 0 0 Purpose Statement -. To fund the road related administrative charges incurred by the Public Works department. Summary of Budget Actions No adjustments were made to the Proposed Budget. II-19 x COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1995-96 BUDGET UNIT: TRANSIT PLANNING-SPEC PRJ CLASSIFICATION: BUDGET UNIT NO. : 0696 FUNCTION: PUBLIC WAYS & FACILITIES FUND: PH-BART TRANSIT PLANNING ACTIVITY: TRANSPORTATION SYSTEMS FUND NO. : 1112 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 -------------------- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 286,299 213,979 315,000 428,719 OTHER CHARGES FIXED ASSETS ------------ ------------ ------------ ------------ GROSS EXPENDITURES 286,299 213,979 315,000 428,719 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 286,299 213, 979 315,000 428,719 ------------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING (56,311) 315,000 315,000 ------------ ------------ ------------ ------------ NET COUNTY COST 342,610 213, 979 113,719 POSITIONS 0 0 0 0 Purpose Statement To administer a Transportation Systems ,Management Plan for the Pleasant Hill BART Station Redevelopment Project Area. Summary of Budget Actions Appropriations were increased for the Adopted Budget due to a higher than anticipated amount of fund balance available from fiscal year 1994- 1995. II-20 COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1995-96 ----------------------------------- BUDGET UNIT: NAVY TRANS MITIGATION CLASSIFICATION: BUDGET UNIT NO. : 0697 FUNCTION: PUBLIC WAYS & FACILITIES FUND: NAVY TRANS MITIGATION ACTIVITY: TRANSPORTATION SYSTEMS FUND NO. : 1114 FINANCING ACTUAL ACTUAL PROPOSED ADOPTED USES/SOURCES 1993-94 1994-95 1995-96 1995-96 -------------------- ------------ ------------ ------------ ------------ SALARIES & EMPLOYEE BENEFITS SERVICES AND SUPPLIES 18,281 377,438 6,037,468 6,127,166 OTHER CHARGES FIXED ASSETS ------------ ------------ ------------ ------------ GROSS EXPENDITURES 18,281 377,438 6,037,468 6,127,166 INTRAFUND TRANSFERS ------------ ------------ ------------ ------------ NET EXPENDITURES 18,281 377,438 6,037,468 6,127,166 ------ ------------ ------------ ------------ LESS: SPECIFIC FINANCING 403,653 307,212 176,093 176,093 ------------ ------------ ------------ ------------ NET COUNTY COST (385,372) 70,226 5,861,375 5,951,073 POSITIONS 0 0 0 0 Purpose Statement To implement various transportation improvement projects near _. the Concord Naval Weapons station. Summary of Budget Actions Appropriations were increased for the Adopted Budget because of a higher than anticipated amount of fund balance available from fiscal year 1994- 1995'. . II-21 $ COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT OPERATION OF ENTERPRISE FUND SCHEDULE 11 (1985) OPERATIONAL STATEMENT FOR THE FISCAL YEAR 199S-96 ------------------------------------------------- BUDGET UNIT: AIRPORT OPERATIONS FUND TITLE: AIRPORT ENTERPRISE BUDGET UNIT NO. : 0841 SERVICE ACT: TRANSPORTATION TERMINALS FUND NO: 140100 ACTUAL ACTUAL PROPOSED ADOPTED OPERATING DETAIL 1993-94 1994-95 1995-96 - 1995-96 ------ ------------ ------------ ------------ ------------ OPERATING INCOME: USE OF MONEY & PROPERTY 1,530,107 1,589,387 1,897,,889 1,897,889 INTERGOVERNMENTAL REVENUE 10,000 18,000 18,000 CHARGES FOR SERVICES 115,247 71,946 MISCELLANEOUS REVENUE 88,136 129,147 115,100 115,100 ------------ ------------ ------------ ------------ TOTAL OPERATING INCOME 1,743,490 1,790,480 2,030,989 2,030,989 OPERATING EXPENSES: SALARIES• & EMPL BENEFITS 934,820 918,547 914,736 914,736 SERVICES AND SUPPLIES 641,995 777,579 566,760 566,760 DEPRECIATION 485,340 488,855 ------ ------------ ------------ ------------ TOTAL OPERATING EXPENSES 2,062,155 2,184,981 1,481,496 1,481,496 ------------ ------------ ------------ ------------ NET OPERATING INCOME(LOSS) (318,665) (394,501) 549,493 549,493 NON-OPERATING REV. (EXP.) ; OTHER CHARGES (80,495) (207,311) (229,780) (229,780) INTEREST (175,699) (135,149) 1,500 1,500 INTERGOVERMENTAL REVENUE 1,112,366 1,112,366 MISCELLANEOUS REVENUE 83,868 2,259 964,097 964,097 TOTAL NON OPERATING REVENUE (EXPENSE) (172,326) (340,201) 1,848,183 1,848,183 ------------ NET INCOME(LOSS) (490,991) (734,702) 2,397,676 2,397,676 MEMO ONLY: FIXED* ASSET ACQUISITIONS 6,969,110 4,926,416 2,078,962 2,078,962 (SEE PG.2 FOR PROJECT DETAIL) ------------ ------------ ------------ j POSITIONS 17 16 13 13 Purpose Statement . To provide for management and security of the County' s airports located d at Buchanan Field and the Byron Airport. SummarV of Budget Actions No changes were made to the Proposed Budget. II-22 CAPITAL PROJECTS AND FIXED ASSETS APPROPRIATION LEVEL DETAIL SCHEDULE 11 FOR PAGE 2 FISCAL YEAR 1995-96 --------------------------------- BUDGET UNIT: AIRPORT FIXED ASSETS CLASSIFICATION: BUDGET UNIT NO: 0843 FUNCTION: PUBLIC WAYS & FACILITIES FUND: AIRPORT ENTERPRISE ACTIVITY: TRANSPORTATION TERMINALS FUND. : 140100 PROD. PROPOSED FINAL PROJECT TITLE NO. 1995-96 1995-96 ------------------------- ---- ------------ ------------ Various Improvements 4265 840,000 840,000 Byron Impr. Proj #03 4652 93,550 93,550 Airport Fencing Imprvmnt 4657 2,000 2,000 Byron ECO Imp Proj #8 4673 400,000 400,000 Buchanan A/P #10 4679 742,412 742,412 Office Equip & Furniture 4951 1,000 1,000 TOTAL 2,078,962 2, 078,962 Purpose Statement To p .rovide for the purchase of fixed assets and capital improvements required at Buchanan Field Airport and Byron Airport. Bummary of Budggt Actions No changes were made to the Proposed Budget. II-23 3 0 cc 0 0 _ EE LO o. m O Lo O 00 rn m N Ef? M M r r- r G O C. O W O V G �.+ C C O O 0 W G O 1� CO 64 6% Efl I LOr r r W O Z c O Z O y '++0 cd w v V .. N a E fA v C � W CL C) U 'C v MM W •� �. m O r r' C In � 69 r 0 O V Q W W � �a i a . -... U 7 U E co o U c C .-. A � o' c E _ o U Co W 0 �. Co 0CO CO -� C) 0 Q LL O a i N Y L V OIT 04 0 LO N N 00 N EL c as E : 0 m D v A ccc O N � + U c o : V N i Q - N C C m I� CA 04 M ('7 r a 0 LU C9 a� > c' cCoc rn E pc 3 c am p a) ai o CD > N Q p cpi cm p O FL U" N U Q -o a) o c w w v' o W Z 3 -v U -� o o M c 0) a) a) N U) 'a to - N 'a pN N � O U) m O MN OO OO N �- N Y L O c c O _O E E [" r- InN r r- N O d N >< N � M O r �.+ C d Q O = = m m > Ur- L d (a +- o L 3 3 c c c o <' -v ' O U O = �'7= - _O — (a (a - E L + E E cn v� N `. (O 69 69 Efl M r co U r 0 0 O •Y U ++ co cv CL >` _ N C 'O c O cd a) O �- (u N _ E v U .�+ Lom r N � to r O O w ,r Q Q 'i7 W C U cd C 'O 7 c ..:.... v C cl cu Q N o C Q 4- (� o c (a Q- U p 6 O U O 0 _ QU rn N O D.i TL Cl- N Y V a r O N M 00 O U) O O co r r- c- O r- r C C} fl. c O U + c13 � N v U U N V + V + V rn r_ LO co 'l Q N N — C Z1f _C •� to LO O Q W L� c y C_ 3 � rn E C;. > > L c O th _Q .� C c a) to rr--� O N 'O p U N O N O 0 c G> (D o c W O O c -0 O � O O U M <C rn w c sa. u.► L U a �- « v> > a) -a m O CL m C N <:t?<. N 'a O ?tL.1> to fU Cn �1 O N O N ca c O cu O c c p L O O vy .0 O Lt O O O �_ I L OC U Q �,'Col. SECTION IIC - AFFIRMATIVE ACTION BUILDING INSPECTION DEPARTMENT The Department will be submitting its annual affirmative action plan and an affirmative action implementation plan for the calendar year 1996 to the County Administrator in April. The Department has an Affirmative Action Committee that meets monthly, a Minority and Women Business Enterprise Contract Compliance liaison and an AA Coordinator. When working on specific projects, the Committee may meet more often. The Committee's most recent project is a departmental Career Ladder Project. Within this Committee, we have also established a Diversity Sub-committee. The membership of both committees are drawn from all classes and levels in the department. In addition, the Department has provided training in Coping with Difficult People, Dealing with the Angry Public, Sexual Harassment in the Workplace and Equal Employment Opportunity. The Department's overall ethnic minority workforce is 34%. However, the greatest number of employees in the Department are inspectors, and minorities and females are under represented among these classes. This situation mirrors the construction industry from which inspectors are recruited. We are happy to announce that a qualified female inspector and a qualified minority male inspector were hired in 1995 from the employment list and we are actively recruiting and inviting other females to apply. The Department's implementation plan includes outreach efforts to identify and encourage minorities and females to participate in the appointment process, particularly for inspector positions. The Building Inspection Department encourages a working environment that will allow for the professional and personal growth of its employees. It has a policy of allocating 5% of staff time and resources for classes, seminars, participation in professional activities, etc.. This helps employees to remain current in their skills and knowledge, and to prepare for future opportunities. VA:dg perfm%.rpt(3/26/96) 11-28 I TIMETABLE AND GOALS epaltment� 3U1LINC lNSE 'hIC311 DPATt�INT Total Positions Allocated ' 57 Total Positions Filled 44 Total Positions Vacant 13 Em to ee Breakdown; Number.. : Pereertte e. >: pan °lo Goal: . ...Tar et. Total 3 44 100% Male 28 63% Female 16 36% 45.4% 20 White 29 66% African American 6 14% 7.6% Hispanic 3 7% 10.5% Asian/Pacific Islanders 5 11% 8.9% American Indian/Alaskan 1 2% .6% Native Disabled 3 7% Department Outlook: Building Inspection will target Females and Hispanics by occupational job category,job classification and salary level to meet the department's goal. Outreach and recruitment activities geared towards communmity organizations, churches, schools and Hispanic and female employees will be developed to increase the number of Hispanic and female applicant pool when employment vacancies exist 1 Figures taken from Authorized Positions Report dated January 9,1996 that includes actions through December,1996. 2 Based on 1980 labor force statistics in Contra Costa County. 3 Figures taken from Workforce Report dated December 31,1995. VA:dg perfm96.rpt(3/26/96) 11-29 COMMUNITY DEVELOPMENT DEPARTMENT The Community Development Department is a small County department with a low employee turnover and a limited ability to add vacant positions. Department affirmative action representation to the work force as a whole remains stable year to year. The Director encourages promotional opportunities for Community Development Department employees. Promotional opportunities have a primary importance within the Department this fiscal year due to budget restraints. The Director has acted to promote qualified females and other under-represented groups to upper management level positions as vacancies occur. The Community Development Department has promoted the following minority/female employees in fiscal year 1995: 8�51 one Hispanic female to Accountant III; tW one White female to Clerk - Specialist level; one Hispanic female to Executive Secretary - Exempt; one Asian/Pacific Islanders female to Graphics Technician Supervisor; one White female to Principal Planner; one White female to Planner III in the Professional series; one Asian/Pacific Islanders Senior Clerk to Account Clerk - Advanced Level; and one African American male to Administrative Service Assistant 111. VA:dg perfm%.rpt(3/26/96) 11-30 TIMETABLE AND GOALS Total Positions Allocated ' 60 Total Positions Filled 44 Total Positions Vacant 16 ....<:>::::.;::::>::>::.;:<:;:.::::»:;:>::.;:.::.>::;;:.::<.>:::>;::>:.:<.<:::<:::>:::::»:l u t es >i l r to : € `€P; f Gna eeci......... Total z 44 100% Male 17 38.64% Female 27 61.36% 45.41% White 34 77.27% 0 0 African American 1 2.27% 7.51% 2 2 Hispanic 4 9.09% 10.51% 1 1 Asian/Pacific Islanders 4 9.09% 8.95% 0 0 American Indian/Alaskan Native 1 2.27% .60% 0 0 Disabled 1 2.27% Notes Frgures taken from Authsnzed Psltlons Repan dated,Januar.9..':1.y996 thatAnludes actions thrciugft Fek�ruafy 29, 1996 Figures Taken from Workforce Repork dated February 2, 1996 `Based on 199{ labor force statistics gin;Camra Casts o'ht (*See attached) Adrrintstratfve Services Ofticer retirement as�f March 29,1 X96 Si'niiyf Ptanraing Technic.ran retiremen#as of>✓eriaary 23,? ... :..... . . .: . ....:'. .. UNDER-REPRESENTATION ::>°<s: ;tC........... .......L, [` E {? Y........ h1�ER.'RE -E TAT .............. Officials and Administrators Females,African Americans,American.lndians,Asian/Pacific Islanders, Hispanics Professionals African Americans, Hispanics, Asian/Pacific Islanders Technicians African Americans, Hispanics Administrative Support African Americans,American Indians/Alaskan Native VA:dg perfm96.rpt(3/26/96) 11-31 Public Works Department Outlook: The department's workforce is representative of the County's labor force except for Females and American Indian/Alaskan Natives. We will target Female and American Indian/Alaskan Native employment applicants and employees when job openings occur by assisting the Human Resources Department to identify and recruit with community and academic organizations devoted to Females, American Indian, and Alaskan Natives. TIMETABLE AND GOALS xx a. b... .::r't,'rt.:.:.::::.:.::::................................................. ........:::.............C .......... ...................................................................:.::...:....::::..:.: Total Positions Allocated(') 312 Total Positions Filled 259 Total Positions Vacant 53 . . . CdL1Aln............................ ............ ........... .;>:»:.;:.;:;. ;:.;:.::.;;;:.:;:.: Y.....:::...:.:.:.:::::..........................................................................:.::::.:::.;::.>;.:::.;:::.::..::::. :.: :::.:::::::::::.::::.:....::.::.;.::::::::::.::::::::::::.::. rrtb ::.: :<:>:>:::«<:<:>:«::<::<:»::>:«<:::::»::>::::>::>::><:::>:<:>::::>::>:.............::::>::::>:>::>::»::>;:>:::::..... . er...::::R scent >:::::::Par Total(Z) 259 100% Male 189 73.4% Female 70 27.0% 42.4% 120 50 White 187 72.2 0 African American 24 9.3% 7.6% 0 0 Hispanic 29 11.2% 7.7% 0 0 Asian/Pacific Islanders 19 7.3% 5.4% 0 0 American Indian/Alaskan Native 0 0% .6% 2 2 (1) Figures taken from Public Works Department Allocated Position Report dated December 31, 1995. (2) Figures taken from Contra Costa County Workforce Report dated December 31, 1995. (3) Based on 1980 labor force statistics in Contra Costa County. VA:dg perfm%.rpt(3/26/96) 11-32 SECTION IID - SICK LEAVE BUILDING INSPECTION DEPARTMENT Building Inspection Department sick leave usage for the calendar year 1995 was 3,188 hours. The Building Inspection Department has applied the following techniques and controls as positive reinforcement methods in an attempt to reduce inappropriate use of sick leave. 1. The 9/80 work schedule - Employees are urged to use their Fridays away from the workplace to schedule personal and family medical appointments. Although department statistics have not been kept to check on the reduction of medical appointments during the work week employees seem to agree with the.logic and schedule appointments on their free Fridays. 2. Sick leave usage is monitored by administration on a regular basis. Any employee who shows frequent use of sick leave accruals and low balances of accruals is counselled. A memo is sent to the employee with a copy to their department personnel file. The memo states their use of sick leave accruals and balances. The employee is reminded in writing that the use of sick leave is a privilege. They are also informed in writing that the County offers a wellness program. Disciplinary measures are utilized when all sources of counselling are met with a negative response. 3. Appropriate use of sick leave such as illness, surgery or medical appointments is acknowledged and the employee is required to submit the proper medical notes from their physicians. VA:dg perfm%.rpt(3/26/96) 11-33 a COMMUNITY DEVELOPMENT DEPARTMENT Community Development Department sick leave usage for the calendar year 1995 is 3007.80 hours. The Community Development Department has applied the following techniques and controls as positive reinforcement methods in an attempt to reduce inappropriate use of sick leave. 1. The 9/80 work schedule - Employees are urged to use their Fridays away from the workplace to schedule personal and family medical appointments. Although department statistics have not been kept to check on the reduction of medical appointments during the work week employees seem to agree with the logic and schedule appointments on their free Fridays. 2. Sick leave usage is monitored.by administration on a regular basis. Any employee who shows frequent use of sick leave accruals and low balances of accruals is counseled. A.memo is sent to the employee with a copy to their department personnel file. The memo states their use of sick leave accruals and balances. The employee is reminded in writing that the use of sick leave is a privilege. They are also informed in writing that the County offers a wellness program. 3. Appropriate use of sick leave such as illness, surgery or medical appointments is acknowledged and the employee is required to submit the proper medical notes from their physicians. Community Development Department employees have accepted responsibility for individual sick leave use. Disciplinary measures have been a rare occurrence this last year because of employee cooperation. The Department sick leave usage for calendar year 1995 reflects legitimate use of sick leave accruals. The important ingredient to a fair and equitable sick leave program has been employee cooperation and a willingness of employees to adhere to the sick leave standards of the Community Development Department. VA:dg perfm%.rpt(3/26/96) 11-34 PUBLIC WORKS The Public Works Department reviews the sick leave usage of its employees on an annual basis. Usage rates of 70 percent or above are reviewed to determine if there are extenuating circumstances, such as surgery, heart conditions, or other serious medical conditions which account for this sick leave usage. Employees who do not have extenuating circumstances are counseled regarding excessive use of sick leave. A counseled employee who continues to use excessive amounts of sick leave may be required to submit a physicians's verification of illness to substantiate future sick leave usage. We found the automated sick leave reports were too broad in that they include all sick leave usage and it was impossible to determine if the sick leave used was excessive or not. Therefore, we review the actual attendance record of all Department employees. We believe improved attendance can be attributed to the liberal use of the 4/10 and 9/80 work schedules, the active involvement of the supervisors, and the aforementioned monitoring program. VA:dg perfm%.rpt(3/26/96) 11-35 � f SECTION HE - STAFF DEVELOPMENT BUILDING INSPECTION DEPARTMENT Employee Performance Evaluation: The Building Inspection Department has instituted an annual performance evaluation of employees, including those who have reached the top salary step and are not required to be be evaluated for salary advancement. .The evaluations are used by supervisors and employees as a tool to discuss the employee's overall performance. Strong and weak performance is discussed, as well as overall performance goals such as productivity and sick leave usage. Staff Development: The Building Inspection Department strongly supports staff development as a strategy to improve performance in its mission and customer service, and to maintain positive staff morale. Five percent of staff time and other budgeted expenditures are allocated to this effort. Staff on average attend several days of seminars, classes and conferences a year. In-office training, using both department staff and outside resources, are conducted regularly. Workgroup sessions are held by inspection and plan check staffs to improve and maintain consistency in interpretations and applications of technical and legal requirements, and of department policies and procedures. In addition to professional development and training, the Department uses the Contra Costa County Training Institute to update staff on job- related areas of interest, such as equal opportunity, customer service, and supervisory skills. The Affirmative Action Committee discusses department issues relevant to department training, job skills, job class specifications, and career ladder. VA:dg perfm%.rpt(3/26196) 11-36 COMMUNITY DEVELOPMENT DEPARTMENT Employee Performance Evaluation: The Community Development Department has instituted an annual performance evaluation for department employees. Those employees who have reached top step and are not required to be evaluated for salary advancement are now able to receive an employee performance evaluation. The performance evaluation is utilized as a tool by supervisor and employee to discuss the employee's overall performance. Strong and weak performance is discussed as well as overall performance goals, such as productivity and sick leave usage. Staff Development: The Community Development Department supports professional staff development. Professional planning staff are allowed reimbursement for their membership in the American Planning Association, as well as reimbursement under County Administration regulations for academic classes to enhance their professional job skills. The Department Director remains. an . advocate of in-office training programs. The Director trains professional planning staff himself in the art of acting as Zoning Administrator.. The Department utilizes the Contra Costa County Training Institute to update all employee on job related areas of interest, such as Equal Opportunity and Supervision skills. The Affirmative Action Committee discusses department issues relating to department training, job skills and the Department career ladder. VA:dg perfm%.rpt(3/26/96) 11-37 j �• f F PUBLIC WORKS DEPARTMENT Employee Performance Evaluation: All employees receive a performance evaluation annually. The evaluation is used as a vehicle to inform the employee of both negative and positive aspects of his/her performance. The supervisor discusses the evaluation with the employee and it is placed in the employee's personnel file. Staff Development: Forty hours of work time is allocated to each employee for professional development. Training brochures are routed amongst the staff and posted on division bulletin boards to make employees aware of training opportunities. We currently pay a salary differential to Real Property Agents who achieve and maintain a continuing education certification awarded by their professional organization. This encourages staff to continue learning. We are negotiating a similar differential with the unions that represent our professional engineers and paraprofessional engineers. Dues are paid by the department for 50 staff members to enjoy the benefits of membership in professional organizations. These benefits include being informed of the newest innovations in their profession. The department has embarked on a Continuous Quality Improvement program which is improving services to the public and working conditions of staff. In conjunction with this, top management is developing a 5-year Strategic Plan. The Plan takes into consideration driving forces affecting the department and the operating principles of the department. Public Works continues to send its new employees to the County's Sexual Harassment training program. We contracted with the County's Training Institute to develop and conduct a course to meet the County's requirement that employees be retrained every three years in Sexual Harassment. All department staff received this training in October, 1995. VA-dg perfm%.rpt(3(26(96) 11-38 SECTION IIF - AUTOMATION The Agency recognizes the interdependency of our Departments and our reliance on accurate and expeditious information sharing and processing. Our greatest data processing challenge is to integrate our databases to allow access by any Agency employee needing information from another Agency Department. The Agency Departments currently store and process data using the following.systems: The Land Information System (LIS) and the Permit Management System (PMS). These systems are tied to the Assessor's parcel maps and are housed on the County's mainframe. The Building Inspection Department uses these systems to generate- building permits, calculate fees, schedule inspections and to store permit histories. The Geographic Information System (GIS). This system is tied to the County base map and is maintained by the Public Works Department. The GIS facilitates information tracking for geographic areas as well as individual parcels. The system can be used for monitoring compliance with conditions of approval- for example, by using geographic area thresholds. Public Works future plans include expanding GIS based parcel assessments for Public Works assessment programs. Management Information Systems (MIS). The Agency Departments use various hardware and software applications for day-to-day information management tasks. Hardware ranges from PCS standing alone to client/server relational data bases. We also use the County mainframe (Focus) for certain information management tasks. Local Area Network (LAN)/County Wide Area Network (WAN). Using these systems, Agency files which are prepared and stored by one department can be retrieved by another. Also, E-mail messages can be VA:dg perfm%rpt(3/26/96) 11-39, f s transmitted as an alternate communications method. The Community Development Department's Application Tracking System, Timekeeping and Application Billing Systems are on a LAN file server. From the file server, staff can check on the status of any application as it moves through the hearing process. Optical Storage. Images of documents and plans are scanned onto disks which are stored for retrieval from a disk jukebox by the Building Inspection Department. Satellite Downlink. The Public Works Department participates in seminars via a satellite downlink in their primary conference room. Teale Data Center Connection. The Building Inspection Department is connected to the Contractor's State Licensing Board via the Teale Data Center in Sacramento. Using this connection, staff confirm Workers' Compensation Insurance coverage and the contractor's license status. We are exploring the concept of automating aggregation and disaggregation of land information. We have found this to be among our more difficult automation challenges. Land information is stored on our geographic based system and on the mainframe. Since it is imperative to our mission that all land information is assigned to the correct land unit, the aggregation and disaggregation of that information must be performed expeditiously and accurately. The Agency is currently developing a request for proposals for a system which will store, process, and disseminate.information now managed by the Land Information System, with ability to process information from the GIS as well. We continue our efforts toward achieving paperless employee time- keeping, achieving a computerized mitigation monitoring program, and remote access to information systems by telecommuting employees, the public and field staff. VA:dg perfm%rpt(3/26/96) 11-40 . _ :.... Long range planning for specific data processing needs is ongoing within our Departments: Building Inspection Department ✓ Installed, with continual updates, the Uniform Building Code on a CD ROM over the LAN. ✓ Implemented a pen-based, portable computer system for field recording of building inspection reports. ✓ Automated code compliance records, and in conjunction the County Administration, encourages others to use the program. ✓ Installed a Decision Information System and are in the process of setting up a local server. ✓ Testing software metering. Community Development Department ✓ Will have computerized County maps available for planners. ✓ Testing software metering. ✓ Plans to enhance telecommuting with loaner laptops, including standardized up-dates and messages. ✓ Developed prototypes and is testing integrated transportation, billing and application tracking systems. Public Works Department ✓Achieved transparent connections with the Local Area Networks of other departments and Data Processing Services. VA:dg perfm%.rpt(3/26/96) 11-41 . V • 1 ✓ Continues to implement GIS from the County Base Map foundation, and to develop and implement basic GIS overlays to the Base Map foundation. ✓ Continues to develop and implement a common database architecture and structure. ✓ Completing implementation of automated public access to Federal Emergency Management Agency flood hazard data. ✓ Continues to enhance computer aided project scheduling and progress management.. ✓ Implemented records index access to all Public Works employees through the Public Works LAN and County WAN to achieve a full networking of software and hardware resources, and to achieve transparent remote system access. Each Department has a long term plan to increase employee awareness and understanding of computer functions, primarily through in-house training. We are committed to seeking new ways to organize data and maximize our efficiency. We recognize that our greatest data processing asset is a well-trained staff. We believe we have the capability, talent and long range planning in place to succeed at meeting the challenges of the next decade. VA;dg perfm%.rpt(3/26/96) 11-42 SECTION III CUSTOMER SERVICES SECTION IIIA - SERVICE DELIVERY SYSTEM The Agency departments deliver both direct and indirect customer services. Our customers are the general public, development-related businesses, aviation-related businesses, municipalities and districts, homeowners and County staff. Our fee services are provided on demand. We staff to meet the demand and when demand peaks, we contract with consultant planners and engineers. The depth of non-fee supported services such as road repair and code enforcement is determined at the department level, with consideration for public safety and available funding as determining factors. Direct Customer Services: v We provide application processing for permits: land development, Flood Control District property encroachment, right-of-way encroachment, floodplain construction, transportation, building construction, demolition and grading. Application review, permit and inspection services are fee supported. Some permits are available by FAX, however, most permits are applied for in person at the Application and Permit Center. We also deliver responses to customer questions regarding land uses and ordinance provisions via telephone, FAX and over-the-counter. Through subscription to the Land Information System, we provide customers with access to the County Land Use Data Base. We provide tentative and final map review services, airport management, airport, flood and road emergency response and lease management. We respond to citizen concerns regarding code infractions through our Code Enforcement, and Road and Flood Control Maintenance divisions. To cities and districts we provide contracted real property appraisal services, computer aided drafting and building permit and inspection services. VA:dg perfm%.rpt(3/26/96) III-1 We inspect public and private construction projects. Indirect Customer Services: At the discretion of the Board, we represent the County on numerous citizen participation committees. We work with other departments and the Board to identify, analyze and resolve land use and funding issues. We plan, design, build and maintain transportation systems and drainage systems which benefit all of our citizens. Our service delivery processes are defined by the California Environmental Quality Act, the Subdivision Map Act, the Federal Aviation Administration, various State codes such as the California Department of Fish and Game Code, and Titles 2, 71 8, 9 and 10 of the County Ordinance Code. VA:dg perfm%.rpt(3/26/96) 111-2 • J �1 ' SECTION IIIB - CUSTOMER PROFILE Whenever the Agency members sit down to identify customers, we inevitably end up including everyone. Through our experience, many sectors of the general public take a proprietary attitude over our services, and sometimes our staff. AGENCY ADMINISTRATION works with all divisions at some time for one of the following reasons. There is a need to coordinate divisions among different departments. There is a need to relate policy issues directed by the Board, the CAO, or other sources. There is a need to represent the divisions or departments in one of the many forums. There is a need to reconcile problems or work out solutions to problems among divisions. There is a need to provide specialized assistance. Agency Administration meets with the broadest cross-section of clientele. THE BUILDING INSPECTION DEPARTMENT has three divisions; permit processing, construction inspection, and property conservation. Permit Processing Division checks plans to ensure their compliance with codes. The plans can be as simple as a water heater installation or as complex as a major office structure. This Division also ensures that plans meet conditions of approval which originate in other departments. The plan check occurs over the counter with folks from homeowners interested in minor repairs to sophisticated, specialized contractors. Construction Inspection Division consists of the building inspection field crew. Inspectors perform multiple inspections on structures during phases of construction. Inspectors can be generalized or specialized in the areas of electrical, mechanical, plumbing, or grading. Field inspectors meet with homeowners, contractors, and occasionally with neighbors. VA:dg perfm%.rpt(3/26/96) V I Property Conservation includes neighborhood improvement and code enforcement. Neighborhood improvement administers loan programs to tackle older structures in need of repairs. This helps the neighborhood from deteriorating. Neighborhood preservation works with homeowners, lending institutions, contractors, and neighborhood groups. Code enforcement seeks to get property owners to prevent their properties from deteriorating. Clients include neighbors often angry with adjacent property owners who refuse to clean up and property owners who feel government is intruding into their lives and property rights. THE COMMUNITY DEVELOPMENT DEPARTMENT consists of five divisions; Current Planning, Advance Planning, Transportation Planning, Conservation, and Economic Development/ Redevelopment. Current Planning has a broad range of clients beginning with the applicants who pay the fees. For this client, Current Planning focuses on the series of steps necessary to initiate development and complete the project. -For neighborhood activists, this division provides disclosure of the project and forums to seek compromise and constructive mitigation solutions. For environmental interests, we focus on natural resources, systems and constraints. The division responds to the new ordinances and other initiatives created by the Board of Supervisors. Advance Planning is the long-term view of County development, combining the different system needs and constraints that exist when the County considers expanding its development profile. the County residents today and in the future are considered to be the clients. Transportation Planning is focused on models and projections of traffic. It provides the analysis for future traffic needs and evaluates the effectiveness of future traffic facilities for the present and future residents of the County. Conservation Division currently deals with solid waste, water, and related facilities. In the past, the division has included hazardous waste and similar large scale special facility concerns. The clientele includes VA:dg perfm%.rpt(3/26/96) 111-4 DA project proponents, special interests, field experts, neighbors adjacent to facilities and concerned citizens. Redevelopment/Economic Development is the largest division with Community Development. Redevelopment includes five project areas; Rodeo, North Richmond, Bay Point, Oakley, and Pleasant Hill BART. Each area has a committee and landowners interested in improvements. Housing develops projects and obtains funds for low and moderate income housing projects; CDBG administers funds for community projects and works with non-profit agencies; and economic development seeks action to improve viability of business and industry as it works with existing and emergent business and industry. THE PUBLIC WORKS DEPARTMENT consists of eight divisions; Flood Control, Real Property, Computer Services, Transportation Engineering, Engineering Services, Design, Maintenance, Construction, and Airports. Flood Control requires new development to provide adequate drainage; therefore, it works with developers. The division maintains existing systems which puts it into contact with cities, environmental interests, and homeowners. Flood Control builds new facilities which ties it into the Army Crops of Engineers, other Federal agencies, and State agencies. Flood Control works with individual property owners to solve local drainage problems. Real Property Division negotiates with property owners for public acquisition of land. It therefore works with County agencies and property owners. Real Property extends their services to outside agencies, such as Caltrans and cities. Computer Services primarily provides support for internal data processing needs, however, a growing responsibility is connected with maintaining the GIS for outside agencies, commercial interests, and individuals interested in County maps. Transportation Engineering Division is responsible for the County road system. There are approximately 900 miles of roadway in the VA:dg perfm%rpt(3/26/96) 111-5 unincorporated area. The division is serving the road users of the County. The County works on joint projects with cities, and on regional projects with regional, State and Federal agencies. The division must also work with groups and individuals who do not want road improvements or new roads. Since revenues do not meet demand for road facilities, Public Works must work with sources of funding. Engineering Services is the support system for new development. Plan review and plan check has the developers as primary clients, though surrounding homeowners feel they are entitled to equal representation. Assessment districts are operated to maintain existing facilities in existing developments. Design Division prepares the contracts and specifications for new projects. Be they roads or other Public Works projects, the Design Division establishes the standards of construction. This offers high levels of contact with contractors. The general public will be concerned with this division should any Public Works project fail. This division also maintains the standards necessary for flood insurance holders to retain this Federal program. The division has enabled ratepayers to receive a ten percent deduction on their rates as a result of their documentation. Maintenance Division operates field areas that fix the potholes, stripe the streets, abate weeds, maintain bridges, and similar services for the residents of the County. Construction Division oversees work performed in the public right of way. The division performs engineering inspection, plan review, and materials testing. The service benefits all of the residents of the County. Airports are responsible for the safe travel to and from airports, and the compatible use of property within the Airport. While the Airports are most responsible to pilots, they work with the surrounding residents on a regular basis to maintain safety and noise standards. VA:dg perfm%.rpt(3/26/96) 111-6 ,t 9 SECTION IIIC - CUSTOMER RELATIONSHIPS To make our services more accessible, we provide continuous counter service from 7:30 a.m. to 5:00 p.m. We accept certain permit applications by FAX, and have a voice response building inspection scheduling system. The Building Inspection Department offers automated records retrieval via CD-ROM and has implemented a credit card payment option. We offer Premium Application processing (accelerated processing) and a Preapplication Review Service. We hold quarterly meetings with developers to solicit feed-back on service delivery issues. The Application and Permit Center has customer comment forms available in the lobby. The completed forms are circulated among staff and customer suggested changes are made as appropriate. The following pages include copies of the Customer Service Evaluation, a 5-year summary of evaluations, sample customer comments, and customer comments which have been implemented. VA:dg perfm%.rpt(3/26/96) 111-7 ...; <:>;::>::>:<::::«::>::<::»<:>:>>:::::::>:::>::>::>::»:<:<:>:::><;:::::>:>JPRLITI;tNiND<ARIT.. N. I ......... ................................................................................................................................................................................................ ............................................................ ... . Thank you for taking the time to tell us how we performed during your visit. Your comments and suggestions will help us provide the best possible service to the community. We do care and look forward to receiving your comments. Eileen Doten, Customer Services Manager Application and Permit Center, Contra Costa County Date: WHAT WAS THE PURPOSE OF YOUR VISIT? () Building Permit Information () Public Works Permit/Information () Planning Permit/Information () Fire Permit/Information () Environmental Health Permit/Information () Other SERVICE EVALUATION (Circle One) Staff Knowledge/Skill Excellent Good Fair Poor Unsatisfactory Staff Efficiency/Courtesy Excellent Good Fair Poor Unsatisfactory Did staff offer alternatives if difficulties arose? ()Yes () No Did staff explain our process adequately? () Yes () No Was your mission achieved? Yes No Over :.. .... .. ......::.::... :..:::.::..::.::.......... :.:... ..........:::..::::.:.: ..: :: :::::::::.: :::::::::::::.::::::::::::::::::..:::..:.:........................:......................................:........ Xx X. X. Thank you for your time. Please place this form in the Suggestion Box. Optional: Name: Telephone: Address: VA:dg perfm%.rpt(3/26/96) 111-8 APPLICATION AND PERMIT CENTER 5-YEAR SERVICE EVALUATION SUMMARY: August 1, 1990 -August, 1995 Total number of service evaluations by customers: 117 Service ratings by category Excellent Good Fair Poor Unsatisfactory Staff Knowledge/Skill 102 10 5 Staff Efficiency/Courtesy 98 8 1 3 Percent of Service Evaluations reporting Excellent level of Staff Knowledge/Skill 87% Percent of Service Evaluations reporting Good level of Staff Knowledge/Skill 9% Percent of Service Evaluations reporting Unsatisfactory level of Staff Knowledge/Skill 4% 100% Percent of Service Evaluations reporting Excellent level of Staff Efficiency/Courtesy 89% Percent of Service Evaluations reporting Good level of Staff Efficiency/Courtesy 7% Percent of Service Evaluations reporting Fair level of Staff Efficiency/Courtesy 1% Percent of Service Evaluations reporting Unsatisfactory level of Staff Efficiency/Courtesy 3% 100% VA:dg perfm%rpt(3/26!96) Sample Customer Comments "More building and permit departments should be this good." "You should take over the City of Concord and Walnut Creek departments; you are superior." "A real pleasure to do business with this department; excellent service and assistance, friendly, helpful staff." "This is the only planning/building office I deal with which is a pleasure to come to. You're very helpful and friendly. I appreciate it." "I especially appreciate the patience of your staff and the toy box in the Waiting Area." "I requested several files which staff found and kept looking for when they were not easily found." "Well organized and had solutions to problems." "I found excellent andoc rdial help today." "Please keep up the good work. It's a pleasure to pull a permit from the County; the cities need a field trip here." "Your desk and supplies in the Waiting Room are most appreciated." "My husband and I have dealt with the Oakland office and have never been happy or satisfied. Dealing with this office has been nothing but a pleasure. All of you should be pleased with yourselves and your employees." "I believe that the permit process at this office is better than any other city or county I have been at." "It is so nice to have officials who want to help the public--not just police them." VA:dg per[m%.rpt(3/26/96) III-10 D . Customer Suggestions which have been implemented "Stay open during lunch." "List in phone book a telephone number for recorded info on getting a building permit." "The receptionist should be able to hand out minor sub-applications without the customer having to talk to a planner." "How about permits by phone? Use FAX and Visa card." "Please provide a table for people to look at files." "Suggest you prominently post the requirements for owner-builders to obtain permits." VA:dg perfm96.rpt(3/26/96) III-11 D. I SECTION IV ANNUAL PERFORMANCE 2. We planned and opened a child care facility for 10 infants/toddlers and 17 pre-school age children of Public Works and other County employees. The center is near capacity and is running smoothly and within budget. SPECIAL DISTRICTS 1. Developed and implemented a 50 year lease with John Swett Unified School District for use of Lefty Gomez Field complex for community park use. 2. Completed Crockett Park, Oakley: 4.5 acres park on Empire and Truman Lanes. 3. Completed master plan for future renovation of Lefty Gomez Field complex. 4. Completed Phase II of Clyde park, 5. Formed a partnership with San Ramon Valley Unified School District and County Service Area R7A-Alamo for development and renovation if Wilson School ballfield ($450,000) for community joint use. 6. Formed a partnership with West Contra Costa Unified School District for development and installation of playground equipment at five elementary schools in EI Sobrante with use of park dedication trust funds ($287,300-County share) 50% Contra Costa County and 50% West Contra Costa Unified School District. 7. Established six new landscape districts. 8. Received a grant for $280,000 for creek trail improvements along Rodeo Creek in Rodeo. VA:dg per[m%.rpt(3/26/96) IV-46 To). i 2. We initiated and have partially completed the computerization of traffic records. 3. We negotiated an agreement with Tosco Refinery providing for the closure of Solano Way, a County road only lightly used for through traffic, in return for five million dollars in improvements to other roads and trails within the Pacheco/Martinez/North Concord area. 4. We worked closely with the communities of Crockett and Rodeo, as well as Caltrans, in the development of plans for the replacement of the westbound Carquinez Bridge and its ramps. 5. We worked closely with Caltrans and the City of Hercules developing both short-term and long-term plans and funding scenarios for improvements to Highway 4 between Franklin Canyon and Hercules. We were also successful in getting the State to designate this stretch of highway as a safety hazard zone, which automatically doubles the cost of any Highway Patrol citations issued within the zone. 6. We worked with the County's Customer Services Manager to develop a plan and negotiate a contract for marketing use of the Southern Pacific right of way, from the Alameda County line to the Concord area, for installation of fiber optics facilities. 7. We completed and obtained Board approval of a precise alignment for the State Route 4 bypass of Oakley and Brentwood. Initiated design work for the first phase of this important highway project. GENERAL 1, Late in the year, we initiated a process for the development of a Strategic Plan for the Public Works Department covering the years 1996 through 2000. That process is well under way, and should be completed before mid-year 1996. VA:dg perfm%rpt(3/26/96) IV-45 I Management Agency in accomplishing approximately 2 million dollars worth of storm damage repair, and $400,000 worth of cleanup work related to the storms. We also received and responded to approximately 1400 telephone calls from citizens requesting information and assistance as a result of those storms. 3. In spite of the above-mentioned efforts at storm damage repair, the Maintenance Division still completed approximately 90 percent of the work in its program budget. 4. We provided computers to all superintendents and supervisors in road maintenance and provided them with the training to utilize those computers to increase efficiency and reduce the amount of desk time necessary to accomplish their jobs. REAL PROPERTY 1. We worked with the County Redevelopment Agency to acquire approximately 20 parcels for a senior housing project in North Richmond, and relocated the previous residents from these parcels. 2. We acquired, for the Flood Control District, the upper and lower Sand Creek basins, consisting of numerous parcels valued at almost two million dollars. 3. We acquired a parcel of surplus land from Caltrans for Buchanan Field Airport to use for a commercial lease. 4. We provided right of way services to eight local agencies, both within and outside of Contra Costa County, who have no staff or the required level of professional expertise in public agency real property matters. We were able to provide these services at a lower cost than outside, private professional services contractors. TRANSPORTATION ENGINEERING 1. The County Traffic Engineer responded to approximately 2000 requests for information or changes in service related to stop signs, no parking, speed limits, etc. VA:dg perfm%.rpt(3/26/96) IV-44 4. The District completed the purchase of two major regional detention basin sites, totaling approximately 56 acres in the Brentwood and Antioch areas along Sand Creek. These basins will provide both 100 year storm protection and valuable open space for the communities. 5. The District successfully administered the collection and distribution of 8.5 million dollars in storm water utility area assessments for 17 cities and the County, in support of the Contra Costa Clean Water Program, at an administrative cost of approximately 1/2 percent. 6. The District participated as a member agency in the development of a Bay Area wide guidance manual to be used in planning residential communities, such that pollution from storm water runoff is reduced. 7. The District worked with Contra Costa County cities to develop a model Grading Ordinance to be incorporated into the Ordinance Codes of the County and each city within the County. 8. Through the Clean Water Program, we funded and administered two one-half day teacher training workshops (Kids In Creeks) for elementary school teachers, then worked with the teachers to facilitate litter pickups and distribution of over 1100 pieces of educational literature to classrooms and surrounding communities. We also coordinated the painting of "No Dumping" messages on sidewalks by school classes and Scout troops. MAINTENANCE DIVISION 1. We did preparatory repair and placed over one-million square yards of asphalt surface seal coats to roads within the unincorporated area of Contra Costa County. 2. Related to the heavy rainstorms and emergency declarations in the first few months of 1995, we worked with the Federal Emergency VA:dg perfm%.rpt(3/26/96) IV-43 D.� types of wetlands. Long considered to be one of the most difficult agencies to deal with in obtaining permits, this accomplishment is extraordinary. The Environmental Section was also busy securing a Corps permit from the Sacramento branch of the Corps, 14 State Fish and Game permits, 13 Clean Water Agency section 401 waivers, and one BCDC permit. This represents an increase of approximately 30 percent in each category over any previous year. 4. Early in 1995, our Surveying Section obtained equipment for implementing Global Positioning System (GPS) technology. This equipment enables us to locate survey control points, even though great distances apart, in an extremely accurate and cost effective fashion. Typical was a cost savings of approximately 30 percent in the aerial mapping of the proposed State Route 4 bypass in East County. FLOOD CONTROL DIVISION 1 . The Flood Control District, in cooperation with the Army Corps of Engineers, completed the final phases of channel improvements on San Pablo and Wildcat Creeks in the North Richmond area. With the completion of these projects, the North Richmond area can now be removed from the 100-year flood plain. 2. The District and FEMA have completed the flood insurance rate map restudy project for Contra Costa County. The new maps should be available by mid-1996. As previously stated under the Computer section, the District will then pursue computerization of the FEMA data using GIS technology to create a data base by assessor's parcel map. 3. The District worked cooperatively with the East Bay Regional Park District to successfully complete the first phase of the Iron Horse Recreational Trail along the Walnut Creek channel corridor. This trial now extends from the Alameda County line to Monument Boulevard in Concord, and future cooperative projects between the Park District and the Flood Control District will extend the trail northerly from Monument Boulevard to Suison Bay. VA:dg perfm96.rpt(3/26/96) IV-42 4. We worked closely with the Federal Emergency Management Agency (FEMA) regarding certification of our federal flood insurance program, resulting in a new rating for Contra Costa County, which will be the highest of any public agency in California and shared by only two other public agencies in the State. This rating should result in at least a 15 percent decrease in the premiums which Contra Costa County residents will have to pay for mandated federal flood insurance. 5. We established quarterly meetings with both engineers and developers aimed at providing information about the development process in Contra Costa County, and seeking their feedback on changes which should be considered in order to improve our services. DESIGN AND CONSTRUCTION I am combining these two divisions, since most of their accomplishments are shared by both. 1 The Design Division completed, and the Construction Division oversaw construction of 28 road and flood control related projects in 1995. These 28 projects represented over 11.2 million dollars in improvements. With emphasis placed on meeting schedules by design managers and the use of computerized scheduling programs, we improved our project delivery over prior years, so that very little construction occurred during the winter. This decreased both contract and administrative costs. 2. In both formal and small, or informal, contracts we met the Board of Supervisors' goals for hiring both minority and women-owned business enterprises for both construction and professional services in almost every category during 1995. 3. The Environmental Section of the Design Division obtained 11 Army Corps of Engineers' permits from the San Francisco branch of the Corps, required for construction projects affecting creeks and other VA:dg perfm%.rpt(3/26/96 IV-41 2. We developed a land development program cost accounting system that facilitates the establishment of actual costs for various development activities which has enabled us to more accurately determine our service costs, and increase revenues for services related to developments that require an extraordinary amount of staff time. 3. We completed the training and purchase of hardware and software for implementation of a Geographical Information System (GIS). We went on to negotiate a contract with an outside consultant for technical assistance in implementation of the GIS. One of the first applications of this system will be computerizing the FEMA data regarding storm water inundation. 4. Automated the file back for our computer system, saving two person hours per day. 5. We completed implementation of department-wide E-mail, as well as access to the County's E-mail system. ENGINEERING SERVICES 1. We hosted a permit processing workshop in December, with the purpose of streamlining the processing of permits. We are scheduled to make a similar presentation before the Board of Supervisors in May. 2. Working with the other GMEDA departments, we concluded an update of all fees related to development, and were successful in getting the new fees adopted by the Board of Supervisors. 3. We developed and implemented, together with the other GMEDA departments, a pre-application review process aimed at both simplifying and reducing the costs of the normal development application process. VA:dg perfm%rpt(3/26/96) IV-40 PUBLIC WORKS DEPARTMENT AIRPORTS 1. The last of the major contracts for the development of the new Byron Airport were completed in 1995. The only new project initiated and completed was the construction of a 28 bay T-hangar complex which will be owned and operated by the County, rather than leasing the business out as has been done on Buchanan Field. By eliminating the middle man, the Airport Enterprise Fund will realize significantly greater income from the new hangar complex. 2. At Buchanan Field Airport, layout plans were developed for commercial leasing of three separate areas in preparation to marketing these areas for additional revenue leases. 3. A lot of attention at Buchanan Field Airport was directed towards the community compatibility and community relations programs. Using data from the new noise monitoring system, airport staff greatly increased its ability to identify airplanes generating noise complaints in order to work with the pilots in seeking increased cooperation with the noise reduction program. The success of this program, and the use of the noise monitoring system, were reflected in the lowest number of noise complaints in the past eight years. The annual Fathers Day Open House, Aviation Career Day and Santa Claus Skydive benefiting the Contra Costa Food Bank were all once again very well attended and very positive in terms of public relations. COMPUTER SERVICES 1. The recently automated County base map has been maintained current within 30 days of receipt of new Final Maps, while at the same time reducing the cost of maintaining the mapping system. We are continuing to increase our efforts at marketing the data and getting remaining growth cities, like Brentwood, into the cooperative agreement for mapping services. VA:dg perfm%rpt(3/26/96) IV-39 _ 17 •/ addressed. This is truly significant in that this is the first time all agencies have sat at the same table, and now have agreed upon the need for and are moving forward with, a study to assess alternative approaches. The Manager group meets monthly, and various subcommittees meet bi- weekly. Reclaimed Water Staff facilitation to encourage maximized use of reclaimed water by various agencies. Biodiversity A two-county effort to fund a study which encompasses the "ecosystem approach" to species preservation rather than waiting until species become threatened or endangered. Study is delayed due to funding constraint at this time, but 6 agency group (EBMUD, Contra Costa Water District, Alameda County, the County, Department of Fish and Game, and EBRPD) is proceeding with pilot projects. San Luis Drain Staff interaction with County Counsel relative to legal intervention on long (extension of drain) issues as well as use of the short (existing) drain and appurtenant agreements requires much staff time. Included is required attendance at a variety of agency meetings dealing with these issues which the County has opposed. Preservation (Mitigation Banking, Enhancement Programs) Wetlands Programs are, at this time, on hold, due to lack of funding, and staffing. i t i VA:dg perfm96.rpt(3/26/96) IV-38 j i Ta, l Assumption of Local Sponsorship from Port of Stockton for Ship Channel, East County Area At the request of industry located in east County, the County has been working with the Corps of Engineers on revision of the 1982 Project Cooperation Agreement between the Port of Stockton and the Corps, to allow the County to become local sponsor for maintenance of the Suisun Bay Channel and New York Slough areas of east County. Draft contracts have been provided to the Corps, and we are now working with industry on the most appropriate method of obtaining funding from them over time, for costs associated with maintenance, (comprised primarily of provision of an upland disposal site). East Bay Municipal Utility District The last fiscal year has been very busy relative to EBMUD activities. First, staff involvement continues with EBMUD water supply issues, most notably relative to lawsuits, legislation and future negotiation relative to both. Staff also sits on EBMUD's Advisory Committee on Watershed Management activities. Delta Environmental Science Center The contemplation and preliminary planning on an interpretive science center in east County (Big Break area) has expanded into regular meetings of core agencies, consisting of Ironhouse Sanitary District, the County, East County School Districts, and the EBRPD. Preliminary design and detail is included in Ironhouse's recently released EIR on plant. East County Master Plan Effort County concern relative to the lack of infrastructure in east County as it relates to water supply has culminated in a joint project of 11 agencies located in the east County area. A partnership agreement to be signed by all agencies this fall will enable a study where all concerns relative to water supply, infrastructure, legal and institutional issues will be VA:dg perfm96.rpt(3126/96) IV-37 D - i 7. Participate with Southwest Area Transportation (SWAT), TRANSPAC, and West Contra Costa Transit Authority (WCCTAC) in establishing regional fees for transportation improvements. WATER AGENCY: In addition to full support for the Board's Water Committee, the Board's East Bay Regional Park Liaison Committee, and the Fish and Wildlife Committee, Water Agency staff has primary responsibility for staff liaison to the Delta Protection Commission. Interaction with a great number of other agencies also occurs. Some of the larger projects are as follows: Ship Channel Dredging The County is local sponsor, working with the Army Corps of Engineers on deepening of portions of the Baldwin Ship Channel, third phase, between the Richmond area and Avon, in east County. During the fiscal year, several milestones occurred. The most important of which dealt with expanding the project alternatives to include use of a pipeline as an alternative to dredging, recently purchased by Wickland Oil. Also occurring were many other details related to salinity testing, sediment chemical analysis and other logistical issues which needed to be worked out prior to environmental review on this project. In addition to financial issues (oil co payment plans for.berth sampling and other scientific studies, as well as regular meetings to determine a method of payment for the local sponsor's share of the project itself, congressional budgetary items), the selection of a consultant for environmental review, and final design components of the project. An Environmental Impact Statement (EIS)/EIR is currently.being compiled for this project, a draft of which will be available to the public in mid 1995. The project has gained much momentum as well as recognition from Congress; this project now has a realistic schedule, with construction slated in 1998 and completion in the year 2000. VA:dg perfm96.rp1(3/26/96) IV-36 3. Assisted the Redevelopment Agency in drafting the Rodeo and Oakley Old Town Specific Plans and in managing the traffic study for the Pleasant Hill BART station area. 4. Initiated implementation of the East Contra Costa Intermodal .Transit Access Study. 5. Assisted the CCTA in initiating the federally-mandated Major Investment Study for the State Route 4 East Corridor and in completing the State Route 4 West environmental document. 6. Completed the pilot telecommuting program and assisted the Board in adopting permanent policies regarding telecommuting for County employees. 7. Initiated review of circulation element policies for Far East Contra Costa County. New Activities for 1996: 1. Assist the Redevelopment Agency in initiating the traffic study for Bay Point BART station area. 2. Participate in the CCTA 1-680 Corridor Ramp Metering Study. 3. Initiate implementation of the Contra Costa Bicycle Action Plan. 4. Manage the transportation analyses of the Wendt, Tassajara Meadows, and Dougherty Valley general plan amendments. 5. Participate with Caltrans on acceleration of the Carquinez Bridge Regional Measure 1 project. 6. Participate with the CCTA in expanding the use of their Transportation Fund for Clean Air (TFCA) revenues for transportation projects. VA:dg perbn96.rpt(3/26/90) IV-35 • Coordinated the siting, funding and permitting, of a Pacheco Community Center. Groundbreaking will occur in Spring of 1996. TRANSPORTATION PLANNING Ongoing Activities 1 . In conjunction with GMEDA, implemented the County's requirements for growth management and congestion management to maintain the County's eligibility for Measure C and Proposition 111 funds. 2. Assisted departments is complying with the employer-based trip reduction ordinances of the Air District and local jurisdictions. 3. Evaluated development proposals affecting the General Plan's Circulation Element. 4. Coordinated County transportation policies with plans and proposals of other jurisdictions and agencies. 5. Provided staff support to the Board's Transportation Committee, the 1-680/24 Task Force, the TRANSPLAN Committee, the Countywide Bicycle Advisory Committee, and the East Contra Costa Regional Fee and Financing Authority. Special Projects: 1. Assisted in drafting legislation to transfer management of the Capitol Corridor rail service from Caltrans to a new corridor agency and to provide funding to implement the Contra Costa Bicycle Action Plan. 2. Participated in regional planning efforts including the 1-80, Altamont Pass, and 80/680/780 corridor studies, the TRANSPAC Commuterway Study, and the 1996 update of the Regional Transportation Plan (all continue to 1996). e VA:dg per6n%.rpt(3/26/96) IV-34 :'r development, OPEN (public infrastructure improvements) and public service categories of CDBG to assist applicants in applying for CDBG funds. • Conducted a competitive application process for the allocation of an estimated $3.7 million in CDBG funds resulting in the approval of 66 projects, including affordable housing, public service, economic development, and public facility/infrastructure projects. • Met HUD submission requirements for FY 1995-1999 Consolidated Plan, Grantee Performance Report, and Rehabilitation Loan Program monitoring. • Reinvented the CDBG and HOME advisory committee structure to better respond to identified needs and Board priorities. Economic Development • Assisted financially and organizationally in the establishment of the Contra Costa Economic Partnership. • Initiated recruitment for an Economic Development Project Manager (contract). • Initiated acquisition of two strategic commercial sites in the Bay Point community. Properties will be future real estate assets of the County's economic development corporation. • Maintained active presence with Bay Area Economic Forum. • Participated in establishment of East County Economic Forum. Other • Continued to administer the Keller Canyon Assistance Trust Funds. VA-dg perfm%rpt(3/26/96) IV-33 D. I • Implemented the Contra Costa County Rent Stabilization Ordinance, including the design of appropriate rent review procedures and the preparation and distribution of educational materials in the unincorporated area. • Prepared the Annual Performance Report for the County's housing programs for review and approval by the U.S. Department of Housing and Urban Development. • Participated on an ad hoc planning committee organized by the Department of Health Services to develop a comprehensive plan to provide emergency, transitional and permanent affordable housing and appropriate services for the County's homeless populations. • Designated four local non-profits as Community Housing Development Organizations (CHDOs). • Completed rehabilitation of 8-unit apartment complex to provide affordable housing to low-income HIV/AIDS population (The Landings/Shelter, Inc.). • Completed acquisition of existing group home for up to 6 very-low income/previously homeless persons with HIV/AIDS (Amara House/Catholic Charities). • Prepared a successful ESG application permitting the County to receive $128,000 in homeless shelter operations and supportive services, including consolidation of homeless hotline. • Initiated preparation of a Contra Costa County HIV/AIDS Housing Plan in conjunction with City of Oakland and Alameda County. Community Development Block Grant (CDBG) • Revised CDBG applications to include additional financial data and held technical assistance meetings for housing, economic VA:dg perfm%.rpt(3/26/96) IV-32 • Initiated review of proposed "Club Hyatt," a hotel/health club project at Pleasant Hill BART. • Assisted BART in selecting a master developer for its joint development site at Pleasant Hill BART. • Completed construction of the Fox Creek Park at Contra Costa Centre (Pleasant Hill BART Station Area). • Extended BART/County/Redevelopment Agency vesting agreement at Pleasant Hill BART. • Facilitated the prospective sale of Kids Wonderland Child Care Center to a new operator. Housing • Designed and implemented the HOME Program, including the commitment of $2.3 million in FY 1995 HOME funds for 5 affordable housing projects. When completed, these projects will result in over 100 housing units affordable to and occupied by lower income households. • Completed implementation of an affordable housing program with Dame' Construction for affordable for sale housing in the San Ramon Valley. • Instrumental in organizing a statewide organization of Mortgage Credit Certificate issuers. Were unsuccessful in initial attempt to seek legislative relief for continued local MCC programs. • Issued approximately 90 Mortgage Credit Certificates for low and moderate income first time homebuyers. • Developed administration and implementation for the City of Clayton Redevelopment Agency's Homebuyer Assistance Program. VA:dg perfm96.rpt(3/26/96) IV-31 • Initiated the process for site selection and predevelopment work in partnership with Ecumenical Association for Housing and a community group for a senior housing project in the Rodeo area. • Initiated a frontage improvement program for California Street (Hillcrest School) in the Rodeo area. Agency has committed funding to leverage CDBG funds. • Assisted Ecumenical Association for Housing (EAH) financially to prepare and submit a federal funding application for low-income disabled housing in Oakley. EAH was successful and received $1 .7 million in fund reservation for this project. • Assisted EAH in completing the predevelopment and financial components of the Oakley Golden Oak Manor project (affordable senior housing) and project construction begun. • Initiated master plan preparation for proposed library, recreational and trail staging area site in Oakley. • Completed Oakley Road/Empire Landscaping project. • Initiated a sidewalk program for a lower-income section of the Oakley community. • Completed the Oakley Fire Hydrant Upgrade project. • Initiated economic opportunities analysis of Oakley Light Industrial Area. • Handled negotiations on matters related to Pleasant Hill BART sphere of influence, and revenue sharing proposals. • Initiated traffic studies relative to major revisions to the Pleasant Hill BART Specific Plan. • Designated master developer for Area 4, Pleasant Hill BART Station Area, a high density affordable housing site. BRIDGE Housing/Martin Group/Holliday Development designated. VA:dg perfm%rpt(3/26/96) IV-30 • Requested and received a Letter of Map Revision from FEMA to pull the North Richmond residential area out of the flood plain. • Assisted in the predevelopment activities and federal funding application for the North Richmond Senior Housing Project. • Assisted in the designation of the North Richmond Senior Housing project site as the preferred site for the Center of Health. • Made a predevelopment and construction loan and grant for a single family affordable housing subdivision in North Richmond. • Entered into three First Source Hire Agreements with businesses in North Richmond to provide employment opportunities for area residents. • Provided assistance to Rubicon, Inc., a local non-profit organization, to provide employment and educational training to North Richmond residents. • Completed a major rezoning program for the North Richmond area. • Initiated design guidelines for the North Richmond area. • Monitored and provided technical assistance to Ad Hoc Committee on Residential/Industrial Interface on matters related to redevelopment project effects of proposed policy options. • Completed Downtown Rodeo Specific Plan EIR process. • Completed construction of Rodeo Gateway Landscaping project, and initiated service signage element. • Completed financial assistance package for Rodeo Fire Station seismic upgrades. Project renovation completed. VA:dg perfm96.rpt(3/26/96) IV-29 -D- 1 Redevelopment • Initiated Northtown Area Revitalization Strategic Planning Process in Bay Point. • Initiated Bay Point/Pittsburg/BART joint planning process for future transit-based development program in area of new Bay Point BART Station. • Sold a second series of Bay Point Tax Allocation Bonds ($2.5 million) to finance community improvements. Initiated a frontage road improvement project on Alves Lane in Bay Point. • Assisted Resources for Community Development, both financially and institutionally, in completing its Bay Point affordable housing project (Elaine Null Court). • Assisted BRIDGE Housing Corp. in siting, land use approvals, property acquisition, and construction financing for a 46-unit affordable housing project for families. Acquisition is pending site clean-up, and securement of federal tax credits. • Initiated the development of a First-Time Homebuyer Program utilizing Agency, County HOME Program funds and a FHA loan insurance program to assist low-moderate income homebuyers in the purchase and rehabilitation of existing homes in the Bay Point and North Richmond areas. • Initiated, coordinated and completed the extension of Pittsburg Avenue in North Richmond. • Initiated the realignment of Brookside Drive in North Richmond, and initiated related negotiations with developer of adjacent light industrial properties. VA:dg perfm96.rpt(3/26/96) IV-28 Y . 3. Begun work on Ordinance review to develop additional streamline processes. Projects Still Being Worked on Requiring Substantial Time Investment in 1995 and Continuing into 1996: 1 . Discovery Bay West 2. Dame', Bettencourt and Shadowcreek applications and appeals. 3. Bernardo Minor Subdivision, went through hearing process, appeal process, Board hearings and returned for pending EIR preparation. 4. Phase 2 Shapell Industry, Phase I Windemere Ranch Partners (Dougherty Valley) applications. 5. Cowell Ranch Rezoning Proposal. REDEVELOPMENT AGENCY/HOUSING/CDBG PROGRAMS: Administration • Maintained a County department-wide linkage to the Kennedy-King Scholarship Program for summer interns. Seven students placed with various County departments. • Installation of new telephone system designed to promote efficiency in program operations. • Established linkage to computer network P-Mail and E-Mail. VA:dg perfm%.rpt(3/26/96) IV-27 D .i 2. Established pre-application review procedures. 3. Instituted new working hours, open at 7:30 and remain open during lunch to meet public needs. 4. Continue and expand on inter-departmental ,meetings with representatives from all department involved with development (Community Development Department, Public Works Department Building Inspection Department, HSD) to improve public service. 5. Developed new procedures to implement state laws regarding alcohol sales and gun sales. 6. Developed and implemented ordinances relating to'tree cutting and cabarets. 7. Established a computer terminal available for public use. 8. Began a systematic purging and microfilming of files for efficient and cost effective permanent storage. 9. Revised Federal Emergency Management Agency (FEMA) Compliance procedures to improve County rating and eliminate errors. 10. Development Agreement for the Shapell Industry and Windemere Ranch Partners. 11 . National Pollutant Discharge Elimination. System (NPDES) Program - continuing. Current Planning Has Begun Application Streamlining Process: 1 . Completion of the P-1 Ordinance for North Richmond which includes streamlined administrative process and local review. 2. Completion of streamlined process with public for notification for development review on substandard lots. VA:dg perfm%.rpt(3/26/96) IV-26 Tasks that were project related but outside of the normal application processing included: 1. Determine through enforcement reports and meeting process if East County School Will Serve Districts conditions are met or exempt from pending developments in area. 2. Dougherty Valley litigation. 3. Dougherty Valley Oversight Committee-Organization and Meetings. 4. Mitigation Monitoring for Shell Oil Clean Fuels Project. 5. Mitigation Monitoring for Pleasant Hill BART Station. 6. Mitigation Monitoring for County Club at Gale Ranch (Dougherty Valley). 7. Reviewed Lone Star Quarry operation for compliance with land use permit. 8. Pilot testing of preapplication review. 9. Formulating modification to fee schedule. 10. San Joaquin County agrees to require noticing of property owners within Mountain House who will be impacted by future Byron Airport air traffic. Current Planning Non-project Related Tasks: 1. In conjunction with Public Works, attended metric system workshop, developed draft zoning requirement table indicating dual unit measurements (metric and imperial), and applied dual unit requirements to tentative maps beginning 1-1-96. VA:dg perfm%.rpt(3/26/96) IV-25 Applications Heard & Approved: Zoning Administrator 186 CPC 32 SRVRPC 11 ECRPC 20 TOTAL 249 Board of Supervisors 27 Total Items 276 (To hearings) Projects Created by Direction of the Board of Supervisors: 1. Tree Ordinance; tree protection/preservation and familiarize applicants and agencies with associated tree permit review requirements. 2. Cabaret Ordinance; to further regulate cabarets and consider annual review of all permits. 3. Height and size of main and accessory buildings Ordinance. 4. Ordinance Prohibiting advertising of tobacco products and alcoholic beverages on billboards near school. 5. Amendment to small lot ordinance. 6. Ordinance prohibiting the commercial sale of firearm and ammunition in residential districts. 7. Tri-Valley Sub Regional Planning Strategy Guidelines. 8. Public Convenience and Necessity Liquor letters. VA:dg perfm%.rpt(3/26/96) IV-24 6. On-going Implementation/Mitigation Monitoring Programs for the following facilities (including approval of phased development as well as oversight regarding other requirements in the Land Use Permit): a. Acme Fill Waste Recovery and Transfer Station (a.k.a. BFI/Solid Waste Transfer and Recovery Station); b. KCL (including a significant amount of progress related to the KCL Property Valuation Study); c. West County IRRF (including the Central Processing Facility and Bulk Materials Processing Center); and d. WCCSL Soil Remediation Facility. 6. On-going development of solid waste information for County Programs as well as responding to inquiries from the Board of Supervisors and the public. CURRENT PLANNING Applications received: Rezonings 14 Major Subdivisions 6 Minor Subdivisions 11 Land Use Permits 105 Development Plans 111 (*87 Small Lot Reviews) Variances 44 TOTAL 291 VA:dg perfm%.rpt(3/26/96) IV-23 5. On-going coordination with the West Contra Costa Integrated Waste Management Authority on various issues related to solid waste/recycling in West County. Solid Waste - Facilities: 1. Board of Supervisors approved a Land Use Permit amendment for a Soil Remediation Facility on the WCCSL in the North Richmond area. Construction of the facility has commenced. 2. Completed the Final for the state DTSC on the IT Vine Hill Closure/Postclosure Maintenance Plans. The EIR and project were approved by Lead Agency, DTSC. 3. After requesting and evaluating Statements of Qualifications and Proposals, a contract was executed with Brown & Caldwell (for the Lead Agency, DTSC) for the preparation of an EIR for the WCCSL Hazardous Waste Management Facility Closure & Postclosure Plans. This project is subject to the approval of the Lead Agency, DTSC. 4. Contracted with Environmental Science Associates (for the County HSD/Local Enforcement Agency (LEA)) for the preparation of an environmental document - Mitigated Negative Declaration - for the WCCSL Class II Solid Waste Facility Permit revision and Closure/Postclosure Maintenance Plans. This project is subject to the approval of the Lead Agency, County HSD (LEA of the CIWMB). 5. The IRRF-Central Processing Facility (Transfer Station)- located in North Richmond began operations; currently serving only commercial collection vehicles. VA:dg pert n%.rpt(3/26/96) IV-22 4. save on unnecessary packaging, to compost fruit and vegetable remains and to buy reusable products rather than throwaways. The project consisted of developing conservation messages, Public Service announcements, TV and radio ads, display units for grocery stores, shelf tags to be located throughout the stores and brochures for distribution in the stores. Volunteers were organized and trained to do most of the store setup, maintenance and tear down. 7. Completed and distributed the Recycling and Waste Reduction Guide. The Guide provides information on materials that can be recycled and where they can be recycled throughout the county. 8. Operated the Recycling Hotline which took calls from throughout the county and provided information for residents and businesses regarding recycling opportunities. Solid Waste - Collection Franchises: 1 . After Contra Costa County joined the Central Contra Costa SWA staff participated in the development of garbage and the most comprehensive recycling services in the unincorporated county at what will be one of the lowest rates in the county. These services will be provided for the Cities of Walnut Creek, Orinda, Moraga, Lafayette, Danville and the unincorporated areas in the vicinity. 2. Board of Supervisors executed Waste/Recyclable Collection Franchise Agreements with BFI/Pleasant Hill Bayshore Disposal and Garaventa Enterprises for various unincorporated County areas. 3. Initiated discussions/negotiations with Sanitary Districts to establish franchise relationships for the unincorporated areas of the County (i.e., direct County franchise, Memorandum of Understandings, etc.). 4. On-going administration of RSS Franchise Agreement including rate adjustments. VA:dg perfm96.rp1(3/26/96) IV-21 CONSERVATION PROGRAMS Solid Waste - Resource Recovery: 1. Utilizing a $24,750 State Grant for the Contra Costa Recycling Market Development Zone (RMDZ) initiated, as a member of a subcommittee of the membership, the process of developing a Strategic Marketing Plan, an Organizational Plan and a Marketing Brochure for the Zone. 2. Developed a computerized tracking system for monitoring waste disposal in Contra Costa cities and unincorporated areas. The system produces reports for other counties and for Contra Costa cities that provide the information they need to meet their AB939 State reporting requirements. It also provides the information needed by the county to meet its requirements to report the amount of waste sent to landfills from the unincorporated area. 3. Based on reports from landfills both in Contra Costa County and in neighboring counties the Unincorporated Contra Costa County area met and exceeded the State requirement that the amount of waste landfilled be reduced by at least 25% by the year 1995. The reduction is required by AB939. 4. Began implementation of the State approved SRRE program that requires establishment of variable can rates for waste pickup. Variable can rates were established in the West County Richmond Sanitary Service (RSS) franchise area and in the Central County Solid Waste Authority (SWA) area. Negotiations are proceeding in other parts of the County. 5. Provided compost training at four different times and locations in the east county area with excellent attendance at most of them. 6. Participated in the planning and implementation of a Bay Area wide publicity campaign, "SHOP SMART", designed to educate consumers to buy recycled or recyclable products, to buy in bulk to VA:dg perfm%.rpt(3/26/96) IV-2D 18. Marsh Creek Agricultural Preservation Area The Board has directed that staff work with affected cities in establishing a agricultural preservation area east of Clayton (similar to the Briones Agricultural Preservation agreement) 19. Local ParksP olicies In conjunction with Public Works Special Districts staff, prepare an interim local parks and open space policy on how to implement to General Plan on local parks and trails. VA:dg perfm%.rpt(3/26/96) IV-19 t Demographic Research Unit and State Appropriations as both the cities and county appropriations are based on the population estimates generated from this annual survey. Some of the technical requirements includes updating the housing estimates in each of the county's census tracts and preparing summary reports for various geographic areas of interest as well. 13. Child Care Program Review child care mitigations which are part of condition of approval for land development projects and work with developers to carry through child care-related mitigations. 14. Demographic Inquires Provided information in response to inquiries for demographic data from the public or other departments and agencies. 15. California Environmental Quality Act (CEQA) Document Review Comments are made as appropriate on the environmental documents submitted to the County by other State, Federal or local agencies. Includes both county and non-county projects. Demographer provides demographic and final reviews for the EIR's and fiscal analysis for major projects such as TVPOA and Dougherty Valley. 16. Clean Fuel Projects Provide follow-up to the conditions of approval for all the oil refinery clean fuel projects approved by the County over the last two years. 17. Industrial Interface Committee Along with the HSD, we provide staff services to the special committee. The Committee should complete its report in April and forward the report to the Board and sunset. VA:dg perfm%.rpt(3/26/96) IV-18 6. Provide primary technical support in maintaining and updating a land use database for the unincorporated county areas which are used in the four subregional traffic models developed by the CCTA. Staff time as required 7. Agricultural Land Trust The Board of Supervisors in December 1996, directed that a land trust be established with a mitigation bank component. Efforts to finalize the trust and initiate a project under the trust is underway. Staff time as needed 8. Mandatory Referrals (§ 65402 of the State Government Code) Develop staff report and findings of conformance with the County General Plan for public acquisitions and sales of property. Staff time as needed 9. Staff Review of ABAG's 1996 Projections Series Reviewed and provided comments of the base line estimates and projections of population, housing and job growth which are produced by ABAG as part of their Projection Series. 10. Land Information System Maintenance - Ongoing effort of staff. 11. Growth Trends Report Preparing Growth Trends report. The report provides general information about development and other demographic trends in the County. 12. Annual Housing Survey In January of each year, forms are sent to each city asking for information on housing growth by census tract and city, school enrollment and annexations. The data is forwarded to the State VA:dg perfm%.rpt(3/26/96) IV-17 OTHER SIGNIFICANT PROJECTS, STAFFING EFFORTS AND F. COMMITMENTS 1. Participate in the Carquinez Strait subregional planning effort in cooperation with Solano County and the State Lands Commission. This effort covers the northwest shoreline portion of the County in attempts to establish a regional park with related recreational facilities. Staff Time as required 2. Participate in a biodiversity planning group with the East Bay Regional Park District, Alameda County, Contra Costa County, and the State Department of Fish and Game to share data resources on the development of various species protection programs. This is being done in concert with Water Agency staff. 3. Liaison with East Bay Municipal Utility District (EBMUD) on their Watershed Lands Master Pian and the East Bay Regional Park District (EBRPD) on their review of the Park District Master Plan. Staff Time as required 4. Participate in the Los Vaqueros Watershed Resource Management Plan Develop in conjunction with other public agencies, a resource management plan for the larger Los Vaqueros Watershed area. Staff time as needed 5. Growth Management Monitoring In-house effort to develop an automated land monitoring process per the mandates of Measure C-1990. The goal of their computer tracking program is to monitor the overall county compliance with the 65/35 Land Preservation Standard which was established through Measure C-1990. Staff time as required VA:dg pertm%.rpt(32096) IV-16 "D- 1 second phase and Windemere Ranch Partners first development phase.--EIR is currently in preparation 6. Bay Point/Pittsburg Bay Area Rapid Transit (BART) Specific Plan BART, the County and Pittsburg are starting to develop a specific plan for new Bailey Road BART Station. The Fiscal Committee (elected representatives) have met to initiate the process. Advance and Redevelopment Agency staff are presently working to select a consultant to assist staff in the preparation of this planning program.-- Project recently initiated 7. Oakley General and Specific Plans In concert with Redevelopment Agency staff this Oakley Specific Plan effort is to revitalize the Oakley Old Town area.--Final EIR is scheduled for decision in March, plan hearing to follow 8. Rodeo General and Specific Plan In concert with Redevelopment Agency staff this Rodeo Specific Plan effort is to revitalize the Rodeo Waterfront area.--Final EIR approved by Zoning Administrator in February 1996, plan hearing to be scheduled in late spring 9. Other Minor Amendment A range of other small amendments have been authorized and will be processed.--scheduled as possible and appropriate VA:dg perfm%.rpt(3/26/96) IV-15 � . I Project Name/Description: 1. Cowell Ranch GPA This is the third largest development proposal in the County history. The project has been redesigned to be more environmentally sensitive and a revised EIR is underway. It is being considered cooperatively with Brentwood and Brentwood/ County Coordination Committee.--Administrative Draft EIR is being prepared 2. Tassajara Valley Property Owners (TVPOA) GPA TVPOA GPA is the second largest development proposal ever to be considered by the County. The proposed community covers 6,200 housing units adjacent to Danville and Dougherty Valley-- Administrative Draft EIR is being prepared 3. Tassajara Meadows GPA A general plan change from Agricultural Lands to Single Family Residential High Density. This site was previously a part of the TVPOA application. --EIR is currently in preparation 4. Wendt Ranch GPA A general plan change from Agricultural Lands to Single Family Residential High Density and Open Space. This site is within TVPOA project boundaries but has been authorized for separate consideration.--EIR is currently in preparation 5. Dougherty Valley General Plan and Specific Plan Amendments Settlement agreements between the County, the Dougherty Valley developers, and all litigants have been adopted. Partially in response to these settlement agreements, the Dougherty Valley General Plan and Specific plans are being revised. Based on these revisions an EIR is being prepared on these two documents along with Shapell's VA-dg perfm%rpt(3/26/96) IV-14 . : D . 3. Discovery Bay West This allowed for 2000 additional units to be added to the Discovery Bay area. 4. Crockett Senior Housing GPA A general plan amendment in Crockett to site and develop a 40 unit senior housing project. GENERAL PLANS IN THE PUBLIC HEARING STAGE 1. Delta Commission GPA A major planning effort was working with the State mandated Delta Protection Commission to insure the County General Plan is consistent with the newly adopted Delta Plan. That work has lead to a minor plan amendment to insure conformity with the Delta Plan.-- scheduled for the East County Regional Planning Commission (ECRPC) on April 1, 1996 2. Reconsolidated County General Plan The Board authorized the creation of a reconsolidated General Plan for the County. It has four goals: To bring prior Board adopted General Plan amendments into a consolidated Plan document, to correct errors of fact, to update demographic and related background material into the plan text and to update the Land Use Plan Map to reflect public ownership. This major effort is in the edit stage and should be scheduled for April or May. --to be scheduled before the County Planning Commission (CPC) in April GENERAL AND SPECIFIC PLANS IN PROCESS This is a list of the main general and specific plans which are presently in various stages of environmental review or development and will be the focus of the sections major efforts in 1996-1997. VA:dg perfm%.rpt(30AID ) IV-13 PROPERTY CONSERVATION DIVISION Number of inspections: 7044 Number of properties abated by demolition: 5 Number of complaint files opened: 800 Number of complaints closed by compliance: 503 Number of NPP4 applications: 66 Number of NPP loans made: 30 Total amount of NPP loans made: $481,777.00 Inspections Code enforcement cases are time consuming and expensive to abate. Only minor amounts of code enforcement work are funded from grants and external sources. With no general fund support, this work is an unfunded mandate that is largely, and inappropriately, funded from permit fees. COMMUNITY DEVELOPMENT DEPARTMENT Advance Planning: GENERAL PLAN AMENDMENTS (GPA) RECENTLY COMPLETED 1 . Pointe Crockett GPA A General Plan amendment to allow 100 residential units to occur in the Crockett area. 2. Solano Way Road Closure This plan amendment reviewed the East Martinez/North Concord Circulation System. 4NPP(Neighborhood Preservation Program) VA:dg perfm96.rpt(3/26/96) IV-12 Do ' Residential Clayton/ConcordMlalnut Creek 4529 Orinda/Moraga/Lafayette 7091 Alamo/Danville/San Ramon 3483 Richmond/San Pablo/EI Sobrante/ 2739 Kensington Antioch/Oakley/Brentwood/Byron/ 4011 Knightsen/Discovery Bay TOTAL 21 ,853 Grading TOTAL 3373 PERMIT PROCESSING DIVISION - Plan Check/Permit Issuance for 1995 Residential Plan Check and Structural Calculations New single, multi dwelling 1650 buildings and additions Commercial Plan Check and Structural 95 Calculations Tenant Improvement Plan Check 297 TOTAL 2042 Permits Issued (includes reroofing, termite repair, deck, retaining wall, swimming pool, electrical, plumbing, mechanical, grading, mobile home, rehabilitation, and all others to include any necessary plan check required TOTAL 9890 VA:dg perfm96.rpt(3/26/96) IV-11 + Improved communications between the office and field staff and customers through additions of pagers and cellular phones. • Conservative fiscal management has stemmed the operating deficits of previous years, and restored the operating reserve to a more acceptable level. • Worked with the State's Cal/EPA to establish a Permit Assistance Center in Department space. Inspections: Inspection workloads increased in FY 94-95, and was handled without increasing staff. • Complaints from the public and customers are down from prior years. This is attributable to increased training, consistency, and emphasis on customer service. • A code interpretations committee provided timely consensus and consistency among inspection staff on enforcing code provisions that are subject to interpretations. • Communications and working relationships with county and city planning agencies and fire districts continue to improve. • Inspectors are rotated to different districts to broaden their exposure and experience on different types of construction. Statistical Accomplishments for 1995.- CONSTRUCTION 995:CONSTRUCTION DIVISION - Inspections completed in 1995 Commercial/Industrial Structural Inspections 4079 Electrical Inspections 1560 Plumbing/Mechanical Inspections 1656 TOTAL 7295 VA:dg pertm%.rpt(3/26/96) Iv-10 SECTION IVB - ACCOMPLISHMENTS APPLI CA TION AND PERMIT CENTER During 1995, the Application and Permit Center staff processed the following numbers of applications: 291 Land Entitlement Change 5,456 Building Permits (7-1-94 through 6-30-95) 765 Road Encroachment 48 Flood Control Encroachment 34 Drainage, Road Closure, State Applications 21217 Transportation 45 Flood Plain In 1995, staff responded to approximately 25,000 phone-in requests for information and helped approximately 7,084 customers over-the-counter. BUILDING INSPECTION DEPARTMENT Administration: The reorganized and restructured department continued to make progress in improving customer service and mission effectiveness: • Embarked on conversion of Permit Management System computer environment from the mainframe to client-server. This will improve staff and customer access to data and information while reducing costs. • Worked with General Services Department to replace old phone system with state-of-the art system. The system subsequently is being extended to the entire 651 Pine Street site. • Continued and expanded efforts in staff development through a 5% budget to training and staff development. Examples include cross training of code enforcement inspectors to allow for rotation of jobs, weekly in-house training of inspectors, off-site training classes and seminars, and participation in activities of professional organizations. VA:dg perfm%rpt(3/26/96) N-9 INDICATORS FOR CAPITOL IMPROVEMENTS Number of change orders per project resulting from changes in project specifications during construction. .............. ............... .............. . ......... ::»:-....:::: :<::<....................... ."1.1'.'..... 6 -4 Cost of engineering for various types of projects. ....... .. ........ . ................... .... . . .................. ..... ---- -- .................. Road Widening Less than$100,000 5 27.5 $100,000-200,000 1 19 $200,000-400,000 1 20 $400,000-800,000 2 12 $800,000+ 2 21 Structure $200,000-600,000 3 22 Storm Drains $120,000-650,000 2 14.8 Traffic Signals $45,000-145,000 4 23 (1) Includes engineering, environmental, regulatory permits, and right-of-way engineering. INDICATORS FOR ENGINEERING SERVICES -4 Submittal turn around time (time to process)vs. Department standard of 4 weeks. 7. -......... .. ... ... .................. .... . . .... .................. ....... ................. ................. ................. . ............... ................ ........... ................. .............. .. ......... ... ................. ... ... .................. ............ --------------- ist 30 days 29 25 41 2nd 20 days 28 21 39 3rd 10 days 28 14 39 4th 5 days 19 8 21 VA:dg perfm96.rpt(3/26/96) IV-8 Public Works Our program budget is the Department's primary indicator of progress in reaching our goals. The program budget runs from July 1 to June 30 of each year. We have summarized program activities into the six categories listed below with the approximate percentage of completion of tasks presented in the 1994-95 Program Budget. 1. Maintenance 80% 2. Planning of Future Infrastructure - Roads 87% 3. Planning of Future Infrastructure - Drainage 88% 4. Capitol Improvement Program - Design & Construction 81% 5. Engineering Services (Land Development) 91% 6. Technical and Administrative Services 89% In order to provide further insight into our activities, we have established additional indicators for certain categories including: INDICATORS FOR MAINTENANCE -4 Cost to perform work versus the projected budget cost. C. . < > ><> <` ... E.>. : E...... . .. DO T..... <`'' Inspect,clean & repair 711 $110,253 $155/ea $150/ea hydraugers Replace traffic and street 5502 $292,369 $53/ea $40/ea signs Replace failed pavement 13,716 sy $201,323 $15/sy $13/sy (grinder) Replace failed pavement 10,024 sy $387,365 $38/sy $33/sy (backhoe) Place single chip seal 137,178 sy $70,997 $.52/sy $ .72/sy Place double chip seal 331,440 sy $335,916 $1.00/sy $ .84/sy VA:dg perrm%.rpt(3/26/96) IV-7 -D. 2. Increasing/Preserving revenues available for transportation planning and implementation. Achievement of this indicator is influenced more by the activities of elected officials than by the activities of staff. - Adoption of CCTA policy to encourage project sponsors to seek other revenues to supplementfreplace the Measure C dollars used for their projects. - Adoption of CCTA policy that puts implementation of regional fees on same priority as their general plan amendment review procedures, and actions to increase affordable housing opportunities. 3. Reductions in driving alone by County employees at major County work-sites. The County met its trip reduction goals at 651 Pine Street and eight other county work sites. VA.dg perfm%.rpt(3/26/96) IV-6 Current Planning: 1. Adopt Agricultural Zoning Ordinance Regulations: Ninety percent (90%) of ag core land has been rezoned, the remaining 10% is presently under study as directed by the Board of Supervisors. 2. Complete the Planning process on the remaining 17 applications (rezonings, development plans, and major and minor subdivisions) that were filed before 1992. Most of them as scheduled to go to hearing in the near future. 3. Complete standard time frame for project processing. Eighty percent of all applications will be processed within the standard time frame. Transportation Planning: 1. Consistency between transportation plans/programs of other agencies with the County's plans and programs. Achievement of this indicator is influenced more by the activities of elected officials than by the activities of staff. • Incorporation of the Dougherty Valley Specific Plan into the San Ramon General Plan. • Adoption of Countywide Comprehensive Transportation Plan by CCTA in a manner acceptable to the County and compatible with County's General Plan. • Adoption of the Measure C Strategic Plan by the Contra Costa Transportation Authority (CCTA) that includes additional funds for State Route 4 and designates State Route 4 and 1-680 High Occupancy Vehicle (HOV) lanes as the CCTA's highest priority projects (compatible with priorities of the Board of Supervisors). VA.-dg perfm96.rpt(3/26/90) IV-5 D. Solid Waste -- Facilities 1 . Complete the EIR for the West Contra Costa Sanitary Landfill (WCCSL) Hazardous Waste Management Facility Closure/ Postclosure Maintenance Plans. Project and EIR will be subject the approval of the Lead Agency, Department of Toxic Substances Control (DTSC). 2. Complete the Mitigated Negative Declaration for the WCCSL Class II Solid Waste Facility Permit revision and Closure/Postclosure Maintenance Plans. Project and Mitigated Negative Declaration are subject to the approval of the Lead Agency, County Health Services Department (HSD)/Local Enforcement Agency (LEA). Additionally, concurrence is required by the California Integrated Waste Management Board (CIWMB). 3. Expect Erickson to request assistance in seeking necessary approvals for the construction of their hazardous waste facility which was approved for the North Richmond facility. 4. Expect possible Land Use Permit application from Central Contra Costa Sanitary District to establish a Household Hazardous Waste Recycling Center in the Pacheco area. 5. Continued on-going Implementation/Mitigation Monitoring Programs for the following facilities (including approval of phased development as well as oversight regarding other requirements in the Land Use Permit): a. Acme Fill Waste Recovery and Transfer Station (a.k.a. BFI/Solid Waste Transfer and Recovery Station); b. Keller Canyon Landfill (KCL) (expect to receive final decision for Board of Supervisors regarding the KCL Property Valuation Study); c. West County Integrated Resource Recovery Facility (IRRF) (including the Central Processing Facility and Bulk Materials Processing Center); and d. WCCSL Soil Remediation Facility. VA:dg perfm%.rpt(3/26/96) IV-4 outlines the amount of reduction in landfilled waste and describes which of the approved source reduction and recycling programs have been implemented. The program areas that staff will focus on this year include: • Variable Can Rates: establish variable can rates, including mini-can rates throughout the unincorporated area; • Residential Curbside Collection: continue, evaluate and expand curbside recycling programs to include as many materials as practical; • Multi-Family Collection: continue, evaluate and expand existing and planned apartment, condominium and mobile home park multi- material collection programs; • Reusable Pick-up Days: explore the feasibility of establishing reusable pickup programs; • Establish Yard Waste Collection Programs: require waste haulers to establish collection programs for source separated yard waste from residences and businesses in the unincorporated communities; • Source Reduction Programs: participate in the 2nd year Bay Area Wide Shop Smart campaign. Collection Franchises Establish franchise relationships for all unincorporated areas of the County which will eliminate the need to issue Transitional Permit extensions (pursuant to County Ordinance 91-26). County Ordinance 91- 26 requires that all solid waste/recyclables collection in unincorporated areas be either franchised directly by County or authorized by the County through a Memorandum of Understanding. VA:dg perfm96.rpt(3/26/96) IV-3 COMMUNITY DEVELOPMENT DEPARTMENT Advance Planning: Adopt a reconsolidated general plan. This effort will ensure that the County General Plan is maintained as an internally consistent and complete document. Conservation Programs: Solid Waste -- Resource Recovery The goal of resource recovery programs is to reduce the amount of waste deposited in landfills. From the base year of 1990, a state required reduction of 25% by 1995 and 50% by 2000 is the goal. The state has approved a plan developed by the county which outlines the programs that will be implemented to reach the goal. Implementing the required programs will require a budget and a staff. Our first goal therefore, is to assure a source of funding. This can be done through two mechanisms. One is the inclusion of Franchise Fees placed on waste hauling Franchise Agreements throughout the unincorporated county area. As we review each Franchise agreement we will also review the level of service and determine if it is the appropriate time to implement any new services.. New rate structures which include Franchise Fees, variable can rates and any other necessary modifications to service levels will then go to the Board of Supervisors for approval. The second mechanism involves assuring that all county waste landfilled, either in the county or out of county, be assessed the $.15 per ton landfill fee approved by the Board of Supervisors. It is anticipated that these two actions will provide adequate funding to provide for staff to implement the necessary waste reduction programs. Once funding is assured, staff can focus on implementing programs as outlined in the Source Reduction and Recycling Element (SRRE). The County is required to provide an Annual Report to the state which VA:dg perfm%.rpt(3/26/96) IV-2 D. I SECTION IVA - PERFORMANCE INDICATORS BUILDING INSPECTION DEPARTMENT Objectives: 1. Keep total turnaround permit processing time to a minimum, consistent with maintaining acceptable quality and accuracy. 2. Maximize the number of inspections per Inspector day, consistent with maintaining acceptable quality and accuracy. 3. Provide responsive service to compalints over housing, building and zoning code violations. 4. Keep Department solvent, with sufficient operating reserves to bridge seasonal and economic fluctuations that affect construction activities and permit revenues. PERMIT PROCESSING&ISSUANCE INDICATORS ACTUAL PERFORMANCE 1995 Residential 70%same day 92%within same day,4%within I week 15%within 2 weeks 2%within 2 weeks 15%within 4 weeks 2%within 2 weeks Commercial 70%within 3 weeks 30%within 1 week 35%within 2 weeks 25%within 3 weeks 20%,.vithin 4 weeks 10%within 3 weeks Tenant hnprovcment 80%within 1 week 80%within 1 week 15%within 2 weeks 18%within 2 weeks 5%within 3 weeks 2%within 3 weeks CONSTRUCTION INDICATORS Residential-20 per day average 14.12 per Inspector day Commercial-10 per day average 16.52 per Inspector day Grading-Residentail and Commercial 2 per day 5.1 per Inspector day Complaints- 1 per inspector per year 6 per year out of 15 Inspectors PROPERTY CONSERVATION INDICATORS Close 50%of cases opened 63%closed Code Enforcement Inspections-4 per day 8 per Inspector day ADMINISTRATIVE INDICATOR Quarterly and annual departmental budget reports are available. 1995 ended with sufficient operating reserves. VA:dg perfm96.rpt(3/26/96) IV-t D. SECTION V CHALLENGES AND NEW DIRECTIONS SECTION VA - CHALLENGES The Growth Management and Economic Development Agency, similar to other departments, faces challenges from three sources: O Challenges from within the Agency organization; © Challenges from the County organization; and Challenges from the external environment. It will be beneficial to discuss them in reverse order. Challenges from the External Environment There are seven factors that have created public animosity toward government on the National level: O Over-promising on every level, O Pervasive lying from authority institutions, O Poor service, ® Poor performance of the economy creating pressure and uncertainty, O Rapid social changes, © Role of the press to focus on conflict (even when legitimate and expected) and dwell on problems rather than solutions, O Paranoia that government has the express intention to control people's lives. VA:dg perfm%.rpt(3/26190) V-1 The complexity of our social system at this time has created a period of interest group formation and has caused the intransigence of these groups. This has made it difficult to make decisions on behalf of the broad public interest since some special interest will organize opposition. In addition, individuals feel so battered by events on global and national scales that they seek consistency on the local level where they can influence. When the local environment remains dynamic as a result of new development, community tension escalates and change makers, such as developers and County departments, are vilified. In this way, public officials take the brunt of all the frustration that the public feels in their daily lives. Public service, therefore, provides a target and release for all this tension (not in the job description, but it is becoming an increasingly important aspect of public service). To succeed in satisfying legal requirements and addressing community concerns, it will be important to clarify what local government will do and will not do; what the relationship will be with the public; and what can be done to provide consistent and thoughtful service. Challenges from the County Organization The County organization is most commonly identified with the Board of Supervisors and the County Administrator, but it includes all of the other influences as well — unions, legal structure, prior agreements, all departments, all functions, the press (which provides a spotlight and the threat of embarrassment). Thus, neither the Board nor the County Administrator nor a department can make systemic change without a significant I amount of energy and cooperation. The single factor of organizational life has been the concern over losses in levels of revenue from the previous year. The second greatest concern has been the desire to maintain organizational stability. The third S VA:dg perf n%.rpt(3/26/96) V-2 i D - 1 interest has been to make beneficial changes to the institution and its functions. This challenge can be met by clear priorities limited in number and a commitment of all parties to bring something to the table. Challenges from within the Agency Organization Specific efforts are provided in the following tables. Overall, Agency challenges include the steady decline of revenue, growing frustration of the development industry over new regulations and increases in fees (primarily from special districts), and growing demands of anti-development constituencies and special interests. Current established procedures to accommodate constituencies and fulfill our legal responsibilities are inadequate. Simply lengthening the process with additional steps is not an acceptable solution. We need to make some changes to the system that gives the process sense and efficiency. 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QO C .a 0 0 O ca O J a N c6 E O OONN O � rn O m -a caU- W m w W W .:% U U Q Q C co L O U O > L cu c > •S •� O }� }I C G a) N •� O O a) N � U •.0 O O t� C C� _ N O cmc0 V j a) O O C p) O p ILL' . O N L N U a) C Z m �. c .oCE 'Qaa)) w � � � aC) 03o � � � � �� C Nm >. � cuvc' NQ- a. v � co OJ Nin .0 =30a) to co = o ao W ;; N .0cvo Z c iNaN) cc C _ U CD C �. .L >+ > O O C © C o }' E � m 3 '-' 'c C N > co VO oC: r- � � � L0 ) WZ U � cam, EE a) L a? 5 +. cn (D E N a) o _•. a) U a) C a) � cc C N E .> 'L �_ cam C _0 C C dy C O a) O O U C +r = O > a — L C ._ co U — — N a) a) Na) Osma) � = N > > cu N � a � aU) � ccnvj) ui U 'Da) s � SECTION VB - NEW DIRECTIONS Original Mission of the Agency In creating the Growth Management and Economic Development Agency, the Board of Supervisors wanted Contra Costa on the forefront, with the most aggressive development facilitation in the County. • Growth management language was taken from Contra Costa County and placed into State proposals for congestion management and growth management. • The County was poised to consider some of the largest development projects in the State. • The County wanted its innovative General Plan to remain innovative. • The County was committed to an aggressive search for transportation dollars and transportation improvements. • The County identified new issues and sent staff on another mission weekly. • The County intended to promote economic development as its top priority. • The County wanted to reduce internal conflicts and operate in an effective, coordinated manner. • The County felt most growth could be accommodated if standards could be met and issues constructively resolved. • The County sought to eliminate all unnecessary, contradictory, cost-increasing regulations. VA:dg perfm%.rpt(3/26/96) V-14 Alteration of County Course Growth represents change and change requires the acceptance of change by existing residents. Historically, people would select their lots and hope for the best, accepting change as inevitable. Increasingly, voices are saying enough change, no more accommodation. This conflicts with most economic development. The County is interested in economic development, but with growing qualifications. The same can be said about affordable housing, long-term infrastructure, and permit streamlining. Development Potential The future of development in Contra Costa County will depend on the following factors: 1. Whether the job base within the County and in adjacent counties expands. 2. Whether adequate infrastructure to accommodate development can be provided efficiently and economically. 3. Whether all the fees and other costs will repel a market for housing, office, rental, and industry. 4. Whether government, including special interests, can maintain cooperative, efficient, and predictable processing. 5. Whether land is available for development. 6. Whether the public feels safe. 7. Whether quality-of-fife issues, such as schools, culture, and surroundings, remain attractive. 8. Whether international positioning will effect the County. VA:dg perfm9O.rpt(3/26/96) V-15 9. Whether the County will benefit from the emergence of new economic sectors. Each factor has its own issues, opportunities and needs. Each can be influenced by County action, though not wholly directed by the County. Community Concerns The public is becoming increasingly concerned over the shoddiness of construction and the lack of attention to detail in construction of subdivision, and in operation and maintenance of industry. Regulatory requirements increase when cooperative efforts fail. The dichotomies that communities face are as follows: 1. Communities want jobs, but they do not want them at the cost of increased health risk, increased sloppiness of operations, or dilapidated appearance of facilities under the excuse of needing to remain competitive. 2. Communities want to have improvements, but not if it creates costs to existing residents without benefits. 3. Communities are supportive of construction in the County, but not when cases of poor construction techniques and sloppy work surface with increasing frequency. 4. Communities do not want the proliferation of red tape, but are also not willing to be shut out of the process or accept "trust me" promises. 5. Residents buy homes for the location. When the location is threatened, there is little difference from threatening a room in the house. 6. Communities feel that given enough time, issues can be resolved + and problems mitigated, but they are not supportive of the fast shuffle due to rapid schedules inadequately justified. 7. Residents do not want surprises from development. VA:dg perfm%rpt(3/26/96) V-16 CEQA Impediments The County continues to support legislation to simplify the approval process. 1. Restrict environmental analysis to flora, fauna and serious changes to developed areas, as originally intended. Provide analysis of dams, deforestation, destruction of wetlands, etc., rather than blocking infill development because of NIMBY actions. 2. Eliminate projects that have no possibility of degrading the environment from certain procedures . 3. Promote use of thresholds and development within certain standards to make more projects ministerial. 4. Provide early critique of project problems. Require changes to make projects more acceptable to the community. 5. Allow improvements and beneficial modifications in projects without triggering repetition of entire CEQA process. 6. Give opponents two opportunities to comment, (1) informal discussion with applicant and (2) formal comment. Restrict amount of self-protective paper necessary to process an application. 7. Work with environmental groups to refocus energy on enhancing and protecting environment rather than making growth more expensive and court dependent. Anticipated Points of Conflict 1. Efforts to expand Vasco Road to four lanes to accommodate East County access to 580. VA:dg perf n96.rpt(3/26/96) V-17 2. Efforts to make Airports economically viable and less bound up in special constituencies for enhanced County revenue and economic development. 3. Efforts toward requiring environmental justice analysis prior to industrial expansion in areas where industrial/residential mix has promoted blight. 4. Efforts to pit neighborhoods against economic development. 5. Efforts to hold remainder of Tri-Valley area development to standards imposed on Dougherty Valley. 6. Efforts to reconcile TVPOA with Danville. 7. Efforts to continue to promote North Richmond as a viable community rather than a mix of industry and housing separated by razor wire. , 8. Efforts to increase ridership-per-vehicle on freeways rather than expanding facilities. 9. Efforts to get people more interested in their communities in a P ositive, constructive wayrather than in a defensive, reactive manner. 10. Efforts to have schools become community facilities rather than separate enclaves. 11 . Efforts to break away from current data processing axioms. 12. Efforts to make M/WBE and similar interests goal-oriented rather than process-oriented. VA:dg I per6n96.rpt(3/26/96) V-18 1 i ' GMEDA Innovations The major efforts in 1996, throughout the Agency, will be to: 1 . Establish a new computer system that will combine the spatial information found in the GIS, upon which conditions of approval and mitigation measures are based, with the parcel information found in the LIS, which is used to monitor conditions. This will allow us to implement conditions and keep track of property data using the computer. The new system for LIS will no longer require the mainframe and the upgraded system for GIS will make it more flexible. This particular effort requires the cooperation of the three departments because each will have to change business practices to fit the new system. 2. Coordinate permit streamlining with the new computer system so that standard conditions and other aspects of the process will be available to everyone sooner. 3. Separate code compliance from development compatibility. Code compliance is the systemmatic review of projects to the requirements of the zoning ordinances, building codes, and public works ordinances. Compatibility is the process of input from citizen groups, MAC's, Planning Commissions, and the Board of Supervisors above and beyond code requirements. At this time, the two procedures are intertwined and it is too difficult to tell when something is a requirement or a good idea proposed by some group. This makes implementation and enforcement inconsistent, and allows issues to fall between the cracks. Our efforts will be to make the compliance aspects as short and clear as possible, and then leave whatever time is desired for compatibility issues. This will allow us to maintain a better level of accountability for staff by not making them responsible for delays requested by special interests. Hopefully, this will also take staff out of the politics. vn:dg perfm%.rpt(3/26/96) V-19 Under this idea, an applicant would come to the permit counter and would receive a preliminary staff report, complete with conditions, at that time. This preliminary staff report would then be circulated to appropriate governmental bodies for clarification and response. Upon receipt of information, a draft report will be prepared, within a specified period of time, to be circulated to all special interest and community groups. The staff report of the Planning Commission would be comprised of staff's next review and comments followed by the response of the special interest and community groups. The matter would then go to the Planning Commission and actions could be taken from that point on. This will allow cost to be distinguished between staff work related to procedures and related to community response. i VA:dg : perfm%.rpt(3/26(96) V-20 :r i