COUNTY OF SAN BENITO RECOMMENDED BUDGET FOR FISCAL YEAR 2010-2011
i
SAN BENITO COUNTY BOARD OF SUPERVISORS DISTRICT 1
Margie Barrios
DISTRICT 2
DISTRICT 3
Anthony Botelho
Pat Loe
DISTRICT 4
Reb Monaco
DISTRICT 5
Jaime De La Cruz
County of San Benito, California Recommended Budget for Fiscal Year 2010-2011
PROFILE: Population (2009) estimate: Area (land & water): County Seat: Created/Established: Net Assessed Valuation:
Prepared By: County Administrative Office 481 4th Street, 1st Floor Hollister, CA 95023 (831) 636-4000 Phone (831) 636-4010 Fax Web Site: http://www.san-benito.ca.us
55,058 1,390.8 square miles Hollister February 12, 1874 $6.6 Billion
Susan Thompson County Administrative Officer
[email protected]
Catherine Shaw Management Analyst III
[email protected]
Margie Riopel Management Analyst III
[email protected]
Dina Bies Executive Secretary
[email protected] Photos Taken by Dina
Janelle Cox Management Analyst III
[email protected]
Recommended Budget FY 2010-2011
Page
ii
SAN BENITO COUNTY OFFICIALS JULY 2010 ELECTED OFFICIALS Board of Supervisors
Margie Barrios, District No. 1 Anthony Botelho, District No. 2 Pat Loe, Vice Chair, District No. 3 Reb Monaco, Chair, District No. 4 Jaime De La Cruz, District No. 5
Assessor
Tom Slavich
County Clerk / Auditor / Recorder
Joe Paul Gonzalez
District Attorney
Candice Hooper
Marshal
Robert Scattini
Sheriff / Coroner
Curtis J. Hill
Treasurer / Tax Collector / Public Admin.
Mary Lou Andrade
APPOINTED DEPARTMENT HEADS Administrative Office
Susan Thompson, County Administrative Officer
Agriculture
Ron Ross, Agricultural Commissioner & Sealer of Weights and Measures
Child Support Services
Kathy Sokolik, Director
County Counsel
Matthew Granger, County Counsel
Health & Human Services
Kathy Flores, Director
Internal Services
Rich Inman, Director
Integrated Waste Management
Mandy Rose, Director
Library
Nora Conte, Librarian
Behavioral Health Services
Alan Yamamoto, Director
Planning & Building
Cathy Woodbury, Interim Director
Probation
Brent Cardall, Chief Probation Officer
Public Works
Steve Wittry, Public Works Administrator
U.C. Co-op. Ext. 4H / Farm Advisor
William Coates, Director
Recommended Budget FY 2010-2011
Page
iii
Recommended Budget FY 2010-2011
Page
iv
COUNTY OF SAN BENITO ADMINISTRATIVE OFFICE 481 Fourth Street Hollister, CA 95023 Phone: 831-636-4000 Fax: 831-636-4010
Date:
July 30, 2010
To:
Board of Supervisors
From:
Susan Thompson, County Administrative Officer
Subject:
Recommended Fiscal Year 2010-11 San Benito County Budget
Susan Thompson County Administrative Officer
The following comprises the Fiscal Year 2010-11 Recommended Budget for your Board’s consideration during budget hearings beginning August 10, 2010 at 1:30 pm. The countywide spending plan (all funds) totals $112,848,961 including capital expenditures for roads and bridges ($23,994,250), and other capital outlay ($9,852,271) for county facilities and infrastructure. The recommended General Fund budget totals $37,536,285 including a $1 million contingency appropriation. Projected departmental and general purpose non-departmental revenues total $28,297,824. The budget gap of $ 9,238,462 is recommended to be addressed through use of $5,000,000 in fund balance and $4,238,462 from reserves. This compares to the prior year adopted General Fund budget of $37,104,201, which projected revenues of $29,215,285. The budget gap of $7,888,916 was addressed through the planned use of $5,600,000 in fund balance and $2,288,916 from reserves. The recommended FY 2010-11 General Fund budget appropriations are higher than the prior year due to $914,000 in new grant or revenue funded items. These items include the new $575,000 California First Energy efficiency program grant, an increase of $239,000 for contract services in support of land development project application reviews paid by applicants, and HOME program loan funds in the Housing and Economic Development budget totaling $100,000. Excluding these new costs and revenues, all other general fund operating costs have been reduced by $481,916 and all other revenues are projected to be $1,831,461 lower than the prior year adopted budget. No help from Sacramento This budget is balanced reflecting your Board’s adopted budget policies and priorities but because the State of California has again failed to adopt an operating budget in a timely manner, the potential impact of their future action is unknown, inestimable and therefore not reflected in this document.
Recommended Budget FY 2010-2011
Page
v
Budget Downsizing -Year two Fiscal Year 2010-11 is the second year of the three-year budget plan previously adopted by your Board which envisioned the gradual downsizing of operating budgets to adjust expenses to address revenue downturns. During this period, use of cash reserves was planned to allow gradual rather than abrupt reductions in service levels and impacts on the public employees who provide these services. Downsizing efforts have resulted in ongoing reduction of the county workforce. Staffing reductions have affected many program/service areas and additional reductions will not be avoidable in future as fully 64% of the total general fund expenditures are employee costs. Position reductions included in the recommended budget total 13 filled and 7 vacant positions. Additionally, 3 filled positions are recommended to be reduced to part-time status and one vacant position is recommended to be defunded but not eliminated pending confirmation of a grant award. Two new positions are recommended including one Appraiser to address supplemental property tax roll backlogs and one Office Assistant for the Gang Prevention program whose cost will be shared with the program partner agencies. In two departments this year (District Attorney and Agricultural Commissioner) when high level positions have become vacant, reorganizations have been implemented which exchanged these positions with lower level and/or less expensive positions. This strategy has been employed when opportunity presented itself in the past and will continue into the future. In recognition of these most trying of economic times, County staff has demonstrated a willingness to participate in developing budget solutions. Significant salary and benefit cost savings are recognized in this budget due to unpaid furloughs, elimination of previously negotiated cost-of-living increases and other compensation concessions agreed to by County staff during FY 2009-10 which carry forward into FY 2010-11. In addition, the implementation of a two tiered retiree health benefits program was also agreed to for newly hired county employees which will result in decreased cost of benefits in future years. Undeniably the continued cooperation of our employees will be vital to achieving permanent budget sustainability. Current furlough agreements begin to expire on June 30, 2011 requiring negotiations for future years to begin soon. As has been discussed previously, the magnitude of downsizing required to achieve a sustainable operating budget during the anticipated slow and lengthy economic recovery is so great that incremental budget adjustments will not close the gap. Significant additional service reductions and completely new business strategies are required. Toward this end, work is currently underway on an analysis of the cost/benefit of consolidating County 911 Communications with the Santa Cruz Regional 911 Joint Powers Authority. Further, $15,000 is included in this recommended budget to complete an initial evaluation of potential cost savings that could be realized through a City / County Law enforcement services restructuring. This effort will be funded equally between the County and the City of Hollister. The results of these analyses will be presented for policy consideration as soon as they are completed. Economic Development Investment Long term budget sustainability cannot be achieved based on cost reductions alone. County government has extremely limited ability to adjust operating revenue streams, making a revival of overall economic activity in the region and improved property values vital. Your Board has consistently placed a high priority on local efforts and initiatives focused on Economic Development. In keeping with that priority, this recommended budget includes $70,000 to continue support of the Economic Development Corporation, staffing is maintained in the Planning and Building, Public Works and Environmental Health departments to avoid slowing of new development application and permit processing. The IT budget
Recommended Budget FY 2010-2011
Page
vi
includes $60,000 for purchase and installation of a new permit tracking system. A $20,000 appropriation is recommended to support the completion of the ongoing permit streamlining project and $400,000 is included for the General Plan Update project costs. Use of Fund Balance and Remaining Reserves Approval of this recommended financial plan will require the use of 100% of the general fund undesignated fund balance totaling $5 million and $4.2 million of Reserve funds. It is recommended that these reserve funds come from the General Reserves for OPEB, PERS, General Plan ($1.43 million), reduction in “Prudent Reserves” of $770,000 and the cancellation of $2 million in Unrestricted Capital Reserves. Remaining General Fund Reserve balance after uses recommended above are estimated to include a Prudent Cash Reserve of $5,230,000 and $1.13 million for FY 2011-12 OPEB, PERS, and General Plan expenses. Remaining Capital Reserves would include approximately $2.6 million in unrestricted funds. Additional reserves are available in the Integrated Waste Fund totaling approximately $3 million which have been set aside for future landfill development and diversion programs, but are discretionary as to their use.
Recommended Budget FY 2010-2011
Page
vii
SAN BENITO COUNTY FY 2010-11 RECOMMENDED BUDGET TABLE OF CONTENTS Board of Supervisors Elected and Appointed Officials Organization Chart Budget Message
General Government Board of Supervisors (1001 100) .............................................................................................5 Clerk to the Board (1001 102) .................................................................................................10 County Administrative Office (1001 105) ...............................................................................15 Veterans Services (1001 560).....................................................................................20 County Counsel (1001 109) .....................................................................................................24 County Clerk, Auditor, Recorder Auditor (1001 110) .....................................................................................................30 County Clerk (1001 259) ............................................................................................36 County Recorder (1001 260) ......................................................................................40 Elections (1001 140)...................................................................................................46 Treasurer/Tax Collector/Public Administrator Treasurer (1001 112) .................................................................................................51 Tax Collector (1001 116) ............................................................................................56 Public Administrator (1001 262) ................................................................................61 Assessor (1001 114) ................................................................................................................65 Internal Services (1001 130) ...................................................................................................71 Risk Management/Insurance (1001 190) ...................................................................77 GIS (1001 107) ............................................................................................................81 Information Technology (1001 106) ..........................................................................87 General Purpose/Non Departmental Revenues (1001 185) ...................................................92 General Fund Contributions/Non Departmental Expenses (1001 180) ..................................97
Public Protection Grand Jury (1001 203) .............................................................................................................102
1
District Attorney (1001 206) ...................................................................................................106 Victim Witness Assist. Program (2510 101) ...............................................................112 Public Defender (1001 207) ....................................................................................................118 Sheriff Operations (Patrol) (1001 210) ..................................................................................122 Communications (911) (1001 212) ............................................................................129 Corrections Division (Jail) (1001 220) ........................................................................135 Office of Emergency Services (1001 263) ..................................................................141 Coroner (1001 261) ....................................................................................................146 UNET (1001 214) ........................................................................................................150 Drug Abuse & Rural Crime Grants (1001 215) ...........................................................154 Marshal (1001 211) .................................................................................................................159 Probation Probation (1001 224) .................................................................................................163 Gang Program (1001 227) ..........................................................................................169 Juvenile Detention Facility (1001 226).......................................................................174 Agricultural Commissioner/Sealer of Weights and Measures (1001 250) .............................180 Mosquito Abatement Program (2610 251)................................................................186 Child Support Services (2224 216) ..........................................................................................191 County Fire (2600 101)............................................................................................................197 Fish and Game Commission (2603 101)..................................................................................203 Animal Control/Veterinarian Services Contract (1001 266) ...................................................206 Planning and Building (1001 265) ...........................................................................................210 Abandoned Vehicles (1001 271) ................................................................................217 General Plan (1001 272) ............................................................................................221 Land Development Projects (1001 273) ....................................................................225 Housing and Economic Development (1001 267) .....................................................228 LAFCO (1001 275) ......................................................................................................233
Public Ways and Facilities Public Works Administration and Engineering (1001 256) .....................................................236 Public Works Road Maintenance (2101 303).............................................................242 Road and Bridges Capital Improvement Projects (2102 510) ....................................248 CSA Internal Service Fund (2720 101) ........................................................................254
Recommended Budget FY 2010-2011
Page
2
Building and Grounds Maintenance (1001 160) ........................................................291 Capital Outlay Fund (3000 varies) ..............................................................................296 Veterans Memorial Park (1001 700) ..........................................................................304 Recreation & Parks (1001 702) ..................................................................................308 Council of Governments (2101 305) .......................................................................................312
Behavioral Health Mental Health (2221 406) ..........................................................................................316 Substance Abuse (2225 409-413) ...............................................................................323
Health and Sanitation Public Health Summary Fund 2214 .......................................................................................329 Public Health Services (2214 424) ...........................................................................................336 Immunization & Prevention Program (2214 432) – Combined with Public Health Services (2214 424) .....................................................................................................341 Tobacco Education (2214 421) ..................................................................................342 Ryan White AIDS Program (2214 423) .......................................................................346 Child Health & Disability Prevention Program (2214 425) ........................................349 First 5 of San Benito Children and Family Commission (2214 446) ...........................353 Maternal & Child Health (2214 428) ..........................................................................357 Environmental Health (2214 429) ..............................................................................361 Local Enforcement Agency (2214 420) – Combined with Environmental Health (2214 429) ...........................................................................................................................366 Adolescent Family Life Program (2214 440) ..............................................................367 Challenge Grant (2214 441) .......................................................................................371 Local Public Health Preparedness (2214 449)............................................................375 California Children’s Services Administration (2214 450) .........................................379 CCS Diagnostic Treatment and Therapy (2214 451) ..................................................383 Emergency Medical Services (2216 101) ...................................................................388 CMSP Participation Fee (1001 490) ...........................................................................394 Integrated Waste Management (3010 101) ...........................................................................397 Regional Agency (3010 300) ......................................................................................403
Recommended Budget FY 2010-2011
Page
3
Public Assistance Human Services Agency Administration (2211 500)...............................................................408 AFDC FG/U Cal Works Assistance (2211 513) ............................................................415 Foster Care Assistance (2211 514) .............................................................................419 Title IV-B Child Welfare Services (2212 515)...........................................................................425 Cal Works Support Services (2211 518) .....................................................................429 Cal Learn (2211 519) ..................................................................................................433 Cal Works – State Only (2211 528) ............................................................................437 Public Authority (IHSS) (2212 512).............................................................................441 General Relief-Aid to Indigents (1001 520) ...............................................................447 CSWD (2401 2404) .....................................................................................................450 Migrant Labor Housing Center (2550 101) .............................................................................455 First 5 (4105 101) ....................................................................................................................459 Contribution to Community Based Organizations (1001 540) ................................................463
Education County Library (1001 610) ......................................................................................................466 UC Coop. Ext. 4-H/Farm Advisor (1001 620) ...........................................................................472
Debt Service Long-term Debt Repayment (1001 800) .................................................................................477
Appropriation for Contingencies Appropriation for Contingencies (xxx 999) .............................................................................480
Schedule of Authorized Positions Schedule of Fixed Assets Budget Policies Glossary
Recommended Budget FY 2010-2011
Page
4
BOARD OF SUPERVISORS FUND 1001 – BUDGET UNIT 100 – FY 2010-11 RECOMMENDED Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Salaries & Benefits
317,255
301,423
344,016
42,593
14%
Services & Supplies
53,461
48,185
52,621
4,436
9%
Other Charges
0
300
300
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
370,716
349,908
396,937
47,029
13%
0
0
0
0
0%
370,716
349,908
396,937
47,029
13%
5.00
5.00
5.00
0.00
0%
Fiscal Summary
Increase/ Decrease
% of Change
Appropriations:
Total Appropriations Revenues
Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Supervisor, Board Member Total Positions
Recommended Budget FY 2010-2011
Salary Range 13.5
Actual 2008-09 5.00
Adopted 2009-10 5.00
Recomm 2010-11 5.00
Change 0.00
5.00
5.00
5.00
0.00
Page
5
BOARD OF SUPERVISORS District 1 District 2 District 3 District 4 District 5
Margie Barrios Anthony Botelho Pat Loe Reb Monaco, Chairman Jaime De La Cruz
MISSION “The County Board of Supervisors will recognize the public trust it holds, will on all occasions conduct business with honesty, integrity, and respect for the individual, and will hold the organization of County government to that same standard.” A political subdivision of the State of California, San Benito County is a general law county. The County is governed by a five (5) member Board of Supervisors, each elected from one of five supervisorial districts within the County for a term of office of four (4) years. In exercising the powers of the County government, the Board acts primarily in a legislative capacity. The mission of the Board of Supervisors is to create and maintain a responsive and responsible government that enhances the quality of life of the people of San Benito County. MAJOR SERVICES & ACTIVITIES The Board of Supervisors is entrusted by the Constitution and the laws of the State of California with the responsibility for exercising the legislative and policy-making authority of the County to provide for the general health, welfare and safety of County residents. Within prescribed limits, the Board enacts ordinances and resolutions, adopts the annual budget, fixes salaries, approves contracts, appropriates funds, determines land-use zoning for the unincorporated areas appoints certain County officers and members of various boards and commissions and sets policy and priorities for the activities of all County departments and agencies. Service to the public is the primary activity of the Board of Supervisors, with each member representing the citizens within the five (5) supervisorial districts while also working for the common welfare of the entire County. The Board holds regular meetings which are open to the public. Special meetings may be called as needed for purposes of conducting County business. Meetings are held in the Board Chambers, located at the County Administration Building at 481 Fourth Street, Hollister. The public is encouraged to attend meetings. The Board of Supervisors performs the following functions and duties: • Adopts policies, resolutions and ordinances necessary for staffing, compensation and delivery of county services by County departments, agencies and commissions under its jurisdiction. •
Reviews and approves County’s annual operating and capital budgets as well as revisions as required during the fiscal year.
•
Meets with constituents individually or as a group, listening to their problems, issues, concerns and advocate for solutions.
Recommended Budget FY 2010-2011
Page
6
•
Acts as a liaison for San Benito County residents with other levels of government to represent, promote and protect the vital concerns of the County.
•
Serves on various state, regional and local advisory and policy-making boards, commissions and committees, such the Assessment Appeals Board, the San Benito County Financing Corp’s board of directors, Council of Governments and the Monterey Bay Unified Air Pollution Control District.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $11,163 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $31,065. As a result of this new procedure, and the increased costs of PERS and Group Insurance, appropriations in this object level have increased by 14.1% over prior year. SERVICES & SUPPLIES – Public and Legal Notices reflects a 14.3% decrease compared to the FY 2010-11 revised budget but a 62% increase over the adopted budget. This recommended amount is due to the number of required notices the Board must publish as required by law. Memberships totaling $24,305 in the following organizations will continue to be maintained in FY 2010-11: Association of Monterey Bay Area Governments (AMBAG) California State Association of Counties (CSAC) National Association of Counties (NACO) Regional Council of Rural Counties (RCRC) San Benito Chamber of Commerce
$5,961 $10,867 $905 $6,357 $215
The Memberships line item reflects a 6.5% increase over last year, however, the reasons for the difference is that the FY 2009-10 RCRC dues were paid in FY 2008-09 and AMBAG increased dues by $113 for FY 2010-11. OTHER CHARGES – A new appropriation has been added to this object group in the amount of $300 under Care and Support. This is a result of the Board’s continued support of the local Veterans Day Parade held in November each year. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES There are no revenues associated with this budget unit.
Recommended Budget FY 2010-2011
Page
7
NET COUNTY COST
$396,937
Net County Cost is $396,937. This reflects an increase of $47,029 or 13% compared to Adopted FY 200910. This is due in part to the OPEB charges, PERS and insurance rates as well as the increases in Legal Notices and Publications, Care and Support and Memberships.
Recommended Budget FY 2010-2011
Page
8
Recommended Budget FY 2010-2011
Page
9
CLERK OF THE BOARD FUND 1001 – BUDGET UNIT 102 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
167,139
155,749
146,930
(8,819)
-6%
Services & Supplies
8,808
10,750
9,396
(1,354)
-13%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
175,948
166,499
156,326
(10,173)
-6%
1,197
500
400
(100)
-20%
174,751
165,999
155,926
(10,073)
-6%
2.00
2.00
2.00
0.00
0%
Total Appropriations Revenues Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Clerk of the Board Assistant Board Clerk Total Positions
Recommended Budget FY 2010-2011
Salary Range 21.5 16.9
Actual 2008-09 1.00 1.00
Adopted 2009-10 1.00 1.00
Recomm 2010-11 1.00 1.00
Change 0.00 0.00
2.00
2.00
2.00
0.00
Page 10
MISSION The Clerk of the Board is committed to providing excellent service and support to the Board of Supervisors while ensuring the integrity and accessibility of public records for the people served in an efficient and friendly manner. MAJOR SERVICES & ACTIVITIES The activities performed by this program budget unit are state mandated; however, the Board of Supervisors has some discretion as to the level of service to be provided. The Clerk of the Board is responsible for the following with respect to the Board of Supervisors, the County Board of Equalization, Assessment Appeals, and the Board of Directors of the San Benito Financing Corporation, the City Selection Committee and the San Benito County Fish & Game Advisory Commission: Compiles, prepares and distributes copies of agendas and supportive documentation for meetings. Schedules meetings and prepares legal publications and posting for meetings and public hearings. Attends all meetings and prepares summaries of proceedings and minutes. Maintain files and records including contracts, resolutions, ordinances, proclamations, minute orders, applications for changed assessment, correspondence and other documents. Answer questions from the public relative to Board matters. The Clerk maintains the Questys Document Management system by indexing, scanning and archiving Board of Supervisor’s documents for search and retrieval. Additionally, the Clerk of the Board maintains a master listing of Boards and Commissions and schedules the use of the Board Chambers and Conference Room. Performs duties associated with assessment appeal proceedings including providing public notice of hearings; accepting applications from taxpayers and ensuring applications meet all requirements for completeness and timeliness; respond to taxpayers’ inquiries; and provide needed information to Board members and County Assessor for the hearings and certifies the last day of the regular filing period and notifies State Board of Equalization of that date. ACCOMPLISHMENTS FOR FY 2009-2010 •
• • • • •
Prepared and distributed copies of the Board of Supervisor agenda packets for a total of 33 regular meetings and 12 special meetings. Attended the meetings including San Benito County Financing Corporation, City Selection Committee and Fish & Game Advisory Commission. Recorded proceedings, prepared official minutes, and executed documents for a total of 45 meetings. Set 35 public hearing notices and prepared and posted legal notices for all. Worked with newly elected Chairman of the Board in preparing committee appointment list for the 2010 calendar year. Continued to oversee indexing, scanning and archival of document files for conversion from paper to digital format dating back to 1990. Created index and application numbers for the over 135 assessment appeals filed with the Clerk of the Board in 2009.
Recommended Budget FY 2010-2011
Page 11
OBJECTIVES FOR FY 2010-2011 • • • •
Set up current Questys electronic document management system to track and maintain all county contracts. Work with IT Department to update recording system in Board Chambers and install video streaming of Board meetings. Continue providing high standard of service in support of Board of Supervisors, Assessment Appeals Board and San Benito County Fish & Game Advisory Commission. Continue with maintaining the Questys electronic document management system and go back another 10 years to maintain historic records.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $6,964 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $11,443. Also included is a one-time benefit payout for the retirement of one long-term employee scheduled for December of 2010. Additionally, a replacement employee has been budgeted at Step C for the remainder of the fiscal year. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - The budget recommendation includes $2,000 for temporary/extra help. Temporary help is requested for the scanning of documents into the Questys Document Management System for conversion of Board of Supervisors records from paper to digital format. In addition to Agenda Item Transmittals, Staff Reports, Resolutions, Ordinances and Correspondence it is necessary to begin the process of setting up a tracking system for all County Contracts and including the maintenance of these documents in the scanning, indexing and archival process which would be assigned to the temporary help. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – Services and supplies are expected to remain at the same levels as FY 2009-10 actual expenditures. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit.
Recommended Budget FY 2010-2011
Page 12
REVENUES This budget unit collects fees from the public for various services such as copying documents, agenda subscriptions and fees for filing of appeals to the Board of Supervisors. The Clerk expects a 20% reduction in revenues due to the ability for the public to access documents through the County website. NET COUNTY COST
$155,926
Net County Cost is $155,926. This reflects a decrease of $10,173 or 6% compared to prior year adopted budget. This decrease is primarily due to the retirement of the Clerk of the Board.
Recommended Budget FY 2010-2011
Page 13
Recommended Budget FY 2010-2011
Page 14
COUNTY ADMINISTRATIVE OFFICE FUND 1001 – BUDGET UNIT 105 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
384,321
505,052
486,878
(18,174)
-4%
Services & Supplies
17,270
12,902
33,823
20,921
162%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
401,591
517,954
520,701
2,747
1%
488
27,038
0
(27,038)
-100%
401,103
490,916
520,701
29,785
6%
3.75
3.75
3.75
0.00
0%
Total Appropriations Revenues
Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
County Administrative Officer
50.8
1.00
1.00
1.00
0.00
Assistant CAO / Internal Services Dir
40.2
0.25
0.25
0.25
0.00
22.2/25.2/28.2
2.00
2.00
2.00
0.00
17.9
0.50
0.50
0.50
0.00
3.75
3.75
3.75
0.00
Job Class Title
Management Analyst I/II/III Exec. Secretary to CAO / Safety Program Coordinator Total Positions
Recommended Budget FY 2010-2011
Page 15
MISSION The County Administration Office provides the leadership, management, administration and coordination of all County government operations and personnel as well as other activities as specified by federal, state and local law, and as directed by the Board of Supervisors. The County Administrative Office is committed to conducting the County’s business in a manner that promotes public trust, ensures fiscal integrity, and emphasizes customer service. In this effort the administrative office strives to insure transparency that affords all segments of the community the information needed to efficiently conduct business. MAJOR SERVICES & ACTIVITIES The activities performed by the administrative office are state mandated however the Board of Supervisors has some discretion as to the level of service to be provided. The County Administration Office implements countywide policies as approved by the Board and is responsible for the general administration of the County. The County Administrative Officer (CAO) is appointed by, reports to and serves at the pleasure of the Board. Critical responsibilities include preparing and administering the annual County budget, monitoring budget performance, long-term planning, providing direction and oversight to all appointed department heads, coordinating with elected department heads, and liaison with local, regional, state and federal governments and advise Board on policy issues. The CAO is responsible for the development of County administrative policies and operating procedures, long-range planning for County services and infrastructure, analysis of service delivery, organization options and implementation of Board policies, goals and objectives. The major on-going responsibilities and functions of the County Administrative Office are: •
Budget Administration Develops, prepares and manages the countywide budget process. Produces a recommended budget, conducts budget hearings, forecasts revenues and other available financing in consultation with the County Auditor. Administers the final budget as adopted by the Board of Supervisors, monitors year-to-date revenues and expenditures for adherence to approved budget.
•
Program Administration Provides supervision for the Clerk of the Board, administers the Veterans Services, CDF Fire, community based social services program and Public Defender contracts. Advises and makes recommendations to the Board of Supervisors on matters affecting County operations including the organization, staffing, financing and delivery of services and impacts of federal and state legislation. Reviews, recommends and coordinates Board agenda items. Implements Board policies, goals and objectives through County departments and agencies. Conducts special studies and analyses, revises and coordinates County administrative policies and operating procedures.
•
Intergovernmental & Regional Affairs Collaborates with other public agencies to solve common problems and serves as liaison to local and statewide organizations on high priority policy issues and activities that promote the best interests of San Benito County.
Recommended Budget FY 2010-2011
Page 16
ACCOMPLISHMENTS FOR FY 2009-2010 •
CAO actively participated as a board member of the Economic Development Council for San Benito County, supporting the development of a revitalized and proactive business retention and expansion program.
•
Served on Gang Prevention Program management committee; worked collaboratively with partner agencies to advise and support implementation of various new Gang Prevention Programs.
•
Secured services of Interim Planning Director to ensure continuity for building and planning critical projects including the Housing Element update, Santana Ranch and Solargen project processing, and ordinance amendments.
•
Assumed active role on statewide Williamson Act workgroup representing Regional Council of Rural Counties, devising alternative funding strategies to sustain the local subvention program.
•
Revised budget preparation materials, updating master workbook and creating master template. In conjunction with the new budget materials, developed and presented training for departmental budget staff.
OBJECTIVES FOR FY 2010-2011 •
Finalize development agreements for Santana Ranch and Solargen projects.
•
Complete facility acquisition for One-Stop Permit Center and Sheriff Administration Building.
•
Secure consolidation agreement for initial analysis of potential benefits to City/County law enforcement service contracting.
•
Complete financial analysis necessary for New Master Tax Sharing agreement with the City Hollister.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $22,010 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits, in the amount of $23,299. There are Salary Savings recommended in the amount of $56,418, including associated benefits for .50 FTE of one (1) management analyst. These costs will be equally charged to Public Works and Integrated Waste Management for service to these agencies.
Recommended Budget FY 2010-2011
Page 17
One-time salary and benefit costs reflect a benefit pay-out for the retiring County Administrative Officer. A replacement CAO salary has been budgeted for nine (9) months at the same salary range, but at Step A. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – Overall, this classification reflects a 162% increase over prior year which is directly attributable to Professional Services. This line item represents the contract with Bob Murray & Associates in the amount of $24,500 for the management search for a new County Administrative Officer. One membership will be continued with CAO Association (CSAC affiliate) in the amount of $607. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES There are no revenues associated with this budget unit. Adopted FY 2010-11 revenues were actually accounted for as salary savings instead of revenues reflecting the services of one management analyst to the CSA Administrative budget. NET COUNTY COST
$520,701
Net County Cost is $520,701. This reflects an increase of $29,785 or 6% over Adopted FY 2009-10. This increase is directly related OPEB charges of $23,299 and recruitment costs for the new County Administrative Officer.
Recommended Budget FY 2010-2011
Page 18
Recommended Budget FY 2010-2011
Page 19
VETERANS SERVICES FUND 1001 – BUDGET UNIT 560 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
0
0
0
0%
Services & Supplies
65,263
74,054
77,177
3,123
4%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
65,263
74,054
77,177
3,123
4%
Revenues
17,775
13,000
13,000
0
0%
Net County Cost
47,488
61,054
64,177
3,123
5%
0.00
0.00
0.00
0.00
0%
FTE SUMMARY
This budget unit does not have a Schedule of Authorized Full Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 20
MISSION Veterans Services assists veterans and their dependents to file claims to obtain maximum benefits to which they may be entitled to by state and federal law. The Veterans Services Office provides information, referral, counseling advocacy and assistance in completing and filing required paperwork with the Veterans Administration and other agencies as needed. MAJOR SERVICES & ACTIVITIES The activities performed by this program are state mandated; however, the Board of Supervisors has some discretion as to the level of service to be provided. Services are currently provided under contract with the Monterey County Department of Military & Veterans Affairs which staffs the Hollister Veterans Services Office twenty (20) hours per week. ACCOMPLISHMENTS FOR FY 2009-2010 San Benito County Veterans Services Office provided the following client services during the period of January 1, 2009 to December 31, 2009: Benefit Claims Filed Benefit Claims Awarded Benefit Award Value One-time payments Monthly payments
93 53
$290,195 $40,307
The office purchased and implemented a client database program enabling service representatives to complete benefit claims online without the necessity of logging onto the internet to acquire the latest version of application forms. It also creates a complete, comprehensive client record, including electronic copies of applications, which makes case follow-up and research much easier to manage. It has helped make the office more efficient and effective in the service it provides.
OBJECTIVES FOR FY 2010-2011 Negotiate and a new contract with Monterey County when the current contract expires in June of 2011. Negotiate with the VA Palo Alto Outreach team to bring the Mobile Medical Clinic (van) to Hollister, and other County locations, as appropriate, on a more regular basis. Coordinate with the National Guard to provide pre and post deployment assistance to departing and returning service members and their families.
Recommended Budget FY 2010-2011
Page 21
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Not applicable to this budget unit. SERVICES & SUPPLIES – Basic operating expenses are requested to support the staffing of the Hollister Veterans Services Office through the contract with Monterey County, which comprises the largest portion (95%) of the Services and Supplies budget. In the event Monterey County is forced to cut back on their staff due to budget constraints, San Benito County will not be charged for any intermittent service interruptions that are a result of staffing availability. Every effort by both counties will be made to avoid such interruptions. Professional Services reflects a 4% increase per the original terms of the contract. The current contract is due to expire on June 30, 2011. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Revenues reflect subventions and license plate fees to be received from the State of California Veteran Services Office. The revenue is typically funded in the following the following proportions: •
Administrative Support
63%
•
Training Allowance
26%
•
Program Workload (certain types of claims & benefit awards
11%
NET COUNTY COST
$64,177
Net County Cost is $64,177. This reflects an increase of $3,123 or 5% compared to Adopted FY 2009-10 which is due to the built-in 4% increase of the Monterey County contract and a $200 increase in Computer Supplies.
Recommended Budget FY 2010-2011
Page 22
Recommended Budget FY 2010-2011
Page 23
COUNTY COUNSEL FUND 1001 – BUDGET UNIT 109 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
637,346
756,830
768,700
11,870
2%
Services & Supplies
783,236
365,595
113,495
(252,100)
-69%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
1,420,582
1,122,425
882,195
(240,230)
-21%
Revenues Detail on next page
745,623
219,000
134,000
(85,000)
-39%
Net County Cost
674,959
903,425
748,195
(155,230)
-17%
7.00
7.00
6.00
(1.00)
-14%
Total Appropriations
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIVALENT (FTE) POSITIONS Job Class Title County Counsel Assistant County Counsel Deputy County Counsel I/II/III Executive Secretary Legal Secretary I/II Total Positions
Recommended Budget FY 2010-2011
Salary Range 43.1 32.9 24.0/27.0/30.0 16.9 12.9/14.9
Actual 2008-09 1.00 1.00 3.00 1.00 2.00
Adopted 2009-10 1.00 1.00 3.00 1.00 1.00
Recomm 2010-11 1.00 1.00 3.00 0.00 1.00
Change 0.00 0.00 0.00 (1.00) 0.00
8.00
7.00
6.00
(1.00)
Page 24
Revenue Detail for County Counsel
Revenue Account & Description 561801
Legal Services - Non-County
564600
Developer Charges
564601 580005
Adopted 20092010
Actual 2008-2009
Recomm 2010-2011
Increase/ Decrease
% of Change
0
0
34,000
34,000
0%
692,803
175,000
70,000
-105,000
-60%
Developer Reimb - Salary Charges
36,408
44,000
30,000
-14,000
-32%
Interdepartmental Charges
16,412
0
0
0
0%
745,623
219,000
100,000
-119,000
-54%
Total Revenues
Recommended Budget FY 2010-2011
Page 25
MISSION The Office of the County Counsel provides legal advice and representation to the Board of Supervisors, County departments, agencies, boards and commissions, and performs all mandated legal services and duties as required by federal, state, and local laws. The Office of County Counsel represents the County in civil litigation before federal and state courts as well as before administrative bodies and serves as counsel to the Board of Supervisors, LAFCO, Planning Commission, and COG at all public meetings and hearings held by those entities. The Office of County Counsel reviews and prepares a wide variety of documents including contracts, ordinances, resolutions, and opinions. MAJOR SERVICES & ACTIVITIES The activities performed by this program are state mandated; however, the Board of Supervisors has some discretion as to the level-of-service to be provided. The County Counsel is appointed by, and reports directly to, the Board of Supervisors. Legal Advice & Representation – The Office of the County Counsel provides professional legal advice and representation to the Board of Supervisors and the County’s boards, commissions, committees and agencies; the County’s joint powers authorities and commissions that are independent of the County; and various special districts. Such advice and representation includes general advice to the County and represented entities, negotiating and drafting contracts and leases, drafting resolutions and ordinances, representing the County and represented entities in personnel matters, researching and writing complex legal opinions, reviewing legislation for impact on the County and other represented entities, analyzing and appraising a variety of legal documents and instruments, analyzing complex technical and administrative problems, evaluating alternative solutions and adopting effective courses of action. Litigation – The Office of the County Counsel provides legal representation in state and federal litigation, at both the trial and appellate levels; and monitors, assists, and coordinates with outside counsel retained by the Board for specific cases and with insurance defense counsel. Child Protective Services – The Office of the County Counsel provides legal advice and representation to Child Protective Services on behalf of abused and neglected children at all hearings and appeals. Mental Health and Probate – The Office of County Counsel provides legal representation in litigation and other matters involving LPS and Probate Conservatorships. Administrative Proceedings – The Office of the County Counsel provides representation before a variety of administrative tribunals, including but not limited to the Unites States Equal Employment Opportunities Commission (EEOC), California Department of Fair Employment and Housing (DFEH), and a variety of state and federal regulatory bodies. ACCOMPLISHMENTS FOR FY 2009-10 •
Drafted and successfully negotiated a complex reimbursement agreement with Solargen Energy, Inc. and reviewed submitted project documentation.
Recommended Budget FY 2010-2011
Page 26
•
Participated in the development and publishing of a “Request for Proposal” for compatible technologies and businesses wishing to locate in the County’s Resource Recovery Park.
•
Participated in the successful acquisition and transfer of an open space easement for a large farming operation located in the County.
•
Represented the County in approximately thirteen lawsuits, directly and through the oversight of outside counsel.
•
Completed over 500 legal assignments, including drafting and reviewing over 294 contracts by April 30, 2010.
OBJECTIVES FOR FY 2010-11 •
Improve communications and work processes between the Office of County Counsel and the departments it serves.
•
Upgrade computer research database and reduce cost of and reliance upon printed materials.
•
Provide training opportunities in the most cost efficient manner possible to county, staff, departments, committees and officials.
•
Monitor outside counsel assigned to County litigation to ensure cost containment and delivery of quality legal services.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are filled based on currently authorized staffing levels presented with the elimination of one full-time position, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $35,862 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $37,603. Salary Savings in the amount of $73,137 represent charge backs for attorney services. This amount reflects a $20,000 decrease compared to prior year. It is recommended that one of two support staff positions be eliminated for salary and benefits savings of $60,552. By reducing office support staff rather than an attorney position, the office will still be able to perform the key function of the office which is to provide legal representation of the County. While manageable, the elimination of this support position will affect the office’s overall operations. The front office will be not be staffed during lunch as well as during any time off of the remaining front office staff. On occasion the County Counsel’s office will be closed when all attorneys are in court, at meetings, or otherwise out of the office. Rather than the phones being personally answered, all calls will be automatically forwarded to individual attorneys, and this may result in a greater percentage of missed calls. Attorneys may occasionally need to assist in office functions including copying, faxing, scanning, scheduling, etc.
Recommended Budget FY 2010-2011
Page 27
NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – In FY 2009-10, the CAO requested that the CSAC Litigation Coordination Program Fee of $981 be included in the County Counsel’s Membership Dues budget for FY 2010-11. The coordination membership fee increased over prior year by approximately 21%. Additionally, it is estimated that California State Bar membership fees will increase by 5% in 2011. These memberships will result in an overall increase of $500. Professional Services shows the amount budgeted for Santana Ranch legal costs in FY 2010-11. This reflects a reduction of $80,000 compared to prior year because it is anticipated that all legal work will be completed by mid-year. Special Department Expense has been reduced to zero in FY 2010-11. Litigation expense is not an operational cost of the County Counsel’s office. As a result, this budget item has been moved to General Fund Contributions and Non-Departmental Expenses (BU 180). OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Revenue projections for FY 2010-11 are reduced overall by $85,000. Reimbursable Departmental Charges reflect an increase of $20,000 because of anticipated revenue generated primarily from the Santana Ranch and Solargen development projects. The increase in Reimbursable Departmental Charges offsets a decrease of approximately $20,000 in Salary and Benefit Savings due to a projected decrease in billings involving CSA matters as a result of County settlements and completed Proposition 218 elections. Developer Charges Revenue has been decreased, but is offset by an equal decrease in expenses and therefore does not affect the Net County Cost. NET COUNTY COST
$748,195
Net County Cost is $748,195. This reflects a decrease of $155,230 or a 17% decrease compared to Adopted FY 2009-10. The Net County Cost decrease is due to the elimination of one secretarial position and to the removal of projected future litigation costs not covered by insurance or third party payers, which were historically budgeted in Professional Services. This cost has been budgeted in General Fund Non-Departmental Contributions and Expenditures (BU 180) for FY 2010-11 in the amount of $200,000.
Recommended Budget FY 2010-2011
Page 28
Recommended Budget FY 2010-2011
Page 29
AUDITOR CONTROLLER FUND 1001 – BUDGET UNIT 110 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
834,757
915,195
1,070,743
155,548
17%
Services & Supplies
218,830
196,950
180,170
(16,780)
-9%
5,149
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
1,058,736
1,112,145
1,250,913
138,768
12%
98,034
113,100
117,360
4,260
4%
960,702
999,045
1,133,553
134,508
13%
12.10
11.70
11.70
0.00
0%
Other Charges
Total Appropriations Revenues Detail on next page
Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
County Clerk-Auditor-Recorder
40.6
0.10
0.70
0.70
0.00
Assistant Auditor
31.7
1.00
1.00
1.00
0.00
Accountant I/II/III
17.6/20.6/23.6
5.00
4.00
4.00
0.00
8.9/10.9/12.9/16.9
2.00
2.00
2.00
0.00
16.9
1.00
1.00
1.00
0.00
Job Class Title
Payroll Tech./Account Clerk I/II/III Property Tax Specialist Account Tech or Accountant I/II/III Accounting Clerical Supervisor Account Clerk I/II/III Total Positions
Recommended Budget FY 2010-2011
8.9/10.9/12.9/14.9
1.00
1.00
1.00
0.00
19.9
1.00
1.00
1.00
0.00
8.9/10/9/12.9
1.00
1.00
1.00
0.00
12.10
11.70
11.70
0.00
Page 30
Revenue Detail for Auditor Controller
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Revenue Account & Description 561001
Tax Admin Fees - SB 2557
62,779
88,000
76,500
-11,500
-13%
561002
Supplemental Tax Admin Fees
12,818
16,000
11,900
-4,100
-26%
561007
Tax Admin Fees - Debt Service
17,462
0
17,460
17,460
0%
561501
Administrative Services
4,013
8,000
8,000
0
0%
570002
Miscellaneous
962
1,100
3,500
2,400
218%
98,034
113,100
117,360
4,260
4%
Total Revenues
Recommended Budget FY 2010-2011
Page 31
MISSION The Mission of the Auditor-Controller’s Office is to provide reliable and relevant financial information and quality financial services in an efficient, ethical, and effective manner to the citizens of San Benito County that yield results that inspire trust, confidence and honor. MAJOR SERVICES & ACTIVITIES The County Auditor-Controller, Clerk, and Recorder is a consolidated elected position serving a four-year term. The mandated duties of the position are performed under legal authority primarily set forth in the California Government Code and the Revenue and Taxation Code. The Auditor-Controller is the chief financial officer of the County and exercises general supervision over the accounting of all organizations under the control of the Board of Supervisors and is responsible for the preparation of financial statements, compilation of the County’s budgets, payroll processing, financial audits, the processing of disbursements of County funds, and the distribution of all property taxes. ACCOMPLISHMENTS FOR FY 2009-2010 •
The FY 2009-10 Final Budget and the FY 2008-09 Comprehensive Annual Financial Report (CAFR) were completed and the CAFR was submitted to the Government Finance Officers Association for their Certificate of Achievement for Excellence in Financial Reporting Program that encourages and assists local governments to go beyond the minimum requirements of generally accepted accounting principles to prepare comprehensive annual financial reports that evidence the spirit of transparency and full disclosure.
•
Completed the actuarial studies for the OPEB benefits required for their financial reporting for Council of Governments (COG), First 5, and LAFCO who use County Employees for their staffing needs.
OBJECTIVES FOR FY 2010-2011 •
Continue our outreach effort to departments for properly recording accounting transactions in accordance with generally accepted accounting principles and in the establishment of operating procedures for these activities.
•
Evaluate the County’s financial accounting and reporting needs and review of accounting software to assist in meeting those needs, in coordination with Administration and County Treasurer.
Recommended Budget FY 2010-2011
Page 32
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $47,276 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $66,794. There is a salary and benefit savings of $90,000 anticipated that is related to services rendered for the Public Works Department and Health and Human Services Agency that is realized in those budgets. The salary savings reflects a decrease of $25,000 or 21% previously recognized in prior years, because an accountant’s chargeback time has been reduced to Public Works. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – Line items are recommended at the same levels as the prior year with the exception of Computer Supplies, Office Expense and Professional Services. Computer Supplies of $1,000 does not include hardware that has been budgeted in the Capital Outlay IT Project. This includes replacement of three printers and two computers essential to operations. The recommended decrease of $8,000 in Travel, Training & Meetings is due to the reduction in staff training needed for the Megabyte property tax software system. Professional Services reflects contracted services for the preparation of SB90 Claims, A 87 Cost Plan and Property Tax Consulting services, SunGard BiTech for computer hosting, maintenance and special projects, and for compilation of the adopted budget. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES The Tax Admin Fees SB2557 is based on the administrative cost incurred by the County in administering property taxes. The actual cost was less, reducing the amount of revenue proportionally. These revenues are budgeted at $76,500, reflecting a decrease of 13% compared to FY 2009-10.
Recommended Budget FY 2010-2011
Page 33
The Supplemental Tax Admin Fees are split between the Assessor, Tax Collector and Auditor. The total revenues collected in all three departments were as anticipated, but the distribution method to each department changed to reflect the total expenditures for processing the supplemental tax bills in each department. These revenues are budgeted at $11,900, a decrease of 25.6% when compared to FY 201011. The Tax Admin Fee for Debt Service resulted in an increase of $17,460 in additional revenue. The increase in Miscellaneous Revenue is due from a direct charge to the Hollister RDA for assistance in their property tax reporting schedules which is anticipated for future years. This revenue is budgeted at $3,500, an increase of $2,400 when compared to FY 2009-11. NET COUNTY COST
$1,133,553
Net County Cost is $1,133,553. This reflects an increase of $134,508 or 13% compared to Adopted FY 2009-10. This increase is primarily due to salary step increases, the $25,000 reduction in salary savings, and the OPEB charges of $66,794.
Recommended Budget FY 2010-2011
Page 34
Recommended Budget FY 2010-2011
Page 35
COUNTY CLERK FUND 1001 – BUDGET UNIT 259 – FY 2010-11 RECOMMENDED
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Salaries & Benefits
181,634
100,550
91,168
(9,382)
-9%
Services & Supplies
6,440
6,550
5,550
(1,000)
-15%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
188,074
107,100
96,718
(10,382)
-10%
53,002
52,000
52,000
0
0%
135,072
55,100
44,718
(10,382)
-19%
1.78
1.63
1.15
(0.63)
-29%
Fiscal Summary
Increase/ Decrease
% of Change
Appropriations:
Total Appropriations
Revenues
Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title County Clerk-Auditor-Recorder Asst County Clerk-Auditor-Recorder Deputy County Clerk-Recorder I/II/III Staff Analyst Total Positions
Recommended Budget FY 2010-2011
Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
40.6 Flat Rate 8.9/10.9/12.9 25.2
0.30 0.33 1.00 0.15
0.30 0.33 1.00 0.00
0.05 0.10 1.00 0.00
(0.25) (0.23) 0.00 0.00
1.78
1.63
1.15
(0.48)
Page 36
MISSION The mission of the County Clerk Division of the Clerk-Auditor-Recorder is to provide services to the public and governmental agencies as mandated by state laws and regulations, such as issuance of marriage licenses; review, process, and maintenance of confidential marriage certificates, fictitious business name filings, notary public oaths/bonds, maintenance of records on individuals from certain professions, and power of attorney filings, and to perform said duties with commitment, courtesy, and excellence. MAJOR SERVICES & ACTIVITIES The activities performed by this budget unit are state mandated; however the Board of Supervisors has some discretion as to the level-of-service to be provided. The County Clerk performs a variety of duties in the areas of licensing, filing and registrations. These include marriage licenses, fictitious business name statements, processing notary bonds, and handling environmental documents. The County Clerk also issues certified copies of marriage, birth and death records on behalf of the County Recorder. The County Clerk-Auditor-Recorder is a consolidated elective office with a four (4) year term. ACCOMPLISHMENTS FOR FY 2009-2010 •
Processed, maintained indexes, and accepted a minimum of 629 Passports, 284 Fictitious Business Name Statements, and 28 Notary Public applications.
•
Indexed and maintained Fish & Game filings to ensure availability for public viewing.
•
Maintained logs, statistics and issuance and certification of numerous copies and certificates.
OBJECTIVES FOR FY 2010-2011 •
Take a physical inventory of all official vital records remaining in the public archive of public records.
•
Develop and implement a plan to achieve a physical separation of the official vital records from the public records archive in a manner that continues to maintain the integrity of the vital records index.
•
To provide a higher level of security of all official vital records as prescribed by recently enacted legislation.
Recommended Budget FY 2010-2011
Page 37
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on recommended staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The FTE reduction was shifted to the Recorder and Elections programs where the workload The compensation projections include voluntary and negotiated furlough days for a savings of $3,142 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $6,015. In an effort to adjust the FTE’s spread across four budget units, the Clerk’s budget has been decreased by 0.48 FTE to reflect actual assignments of staff. NEW POSITIONS - No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – Appropriations overall decreased by $1,000 or 15.3%. Six hundred dollars was eliminated from Membership Dues (Acct 6221) and Professional Services (Acct 6235) to better reflect FY 2009-10 expenses. Office Expenses (Acct 6225) and Travel, Training & Meetings (Acct 6233) has a $400 decrease, again reflecting actual expenses in the prior year. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES –Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Revenue is generated through County Clerk Fees (Acct 562703) and is expected to remain static at $52,000 due to the continuing economic situation in the County. NET COUNTY COST
$44,718
Net County Cost is $44,718. This reflects a decrease of $13,121 or 18% compared to Adopted FY 2009-10. This reduction is due to the decreased FTE allotted for the County Clerk and the Assistant County Clerk for this budget unit as well as furlough adjusted base annual salaries.
Recommended Budget FY 2010-2011
Page 38
Recommended Budget FY 2010-2011
Page 39
COUNTY RECORDER FUND 1001 – BUDGET UNIT 260 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
395,710
280,259
294,163
13,904
5%
Services & Supplies
80,079
161,745
156,475
(5,270)
-3%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
(4,375)
0
0
0
0%
Total Appropriations
471,414
442,004
450,638
8,634
2%
Revenues
190,708
303,900
246,230
(57,670)
-19%
Net County Cost
280,706
138,104
204,408
66,304
48%
2.28
3.90
3.90
0.00
0%
Fixed Assets
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Actual Adopted Recomm Job Class Title Salary Range 2008-09 2009-10 2010-11 County Clerk-Auditor-Recorder Assistant County Clerk-Recorder Staff Analyst Deputy County Clerk-Recorder I/II/III Total Positions
Recommended Budget FY 2010-2011
40.6 Flat 25.2 8.9/10.9/12.9
Change
0.30 0.33 0.15 4.50
0.10 0.30 0.00 3.50
0.10 0.30 0.00 3.50
0.00 0.00 0.00 0.00
5.284
3.90
3.90
0.00
Page 40
Revenue Detail for County Recorder
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Revenue Account & Description 562701
Recording Fee
129,085
120,000
120,000
0
0%
562702
Micrographic Fee
352
40,000
500
-39,500
-99%
562706
Access to Recorder's Website
49,700
45,400
38,670
-6,730
-15%
562707
Redaction Fee
10,987
11,000
11,000
0
0%
570013
Cash Over/Short
484
500
500
0
0%
576013
Modernization Fee
100
87,000
0
-87,000
-100%
590000
Transfer from Modernization Fee
0
0
75,560
75,560
0%
190,708
303,900
303,267
-633
0%
Total Revenues
Recommended Budget FY 2010-2011
Page 41
MISSION The mission of the Recorder Division of the Clerk-Auditor-Recorder is to maintain land ownership and vital records, which includes the recording of deeds, trust deeds, maps, leases and decrees affecting real property titles. Birth, death and marriage records, financing statements and related instruments are also recorded under state statutes and are maintained with commitment, courtesy and excellence. MAJOR SERVICES & ACTIVITIES The activities performed by this budget unit are state mandated; however, the Board of Supervisors has some discretion as to the level of service to be provided. RECORDING DOCUMENTS - The recording process involves receiving, reviewing, labeling, indexing, scanning, filming, and reproducing documents as required by law. • • • •
Assists with requests from the public. Ensures all records meet statutory requirements. Creates and verifies indexes. Electronically scans and produces scanned images of official records and maps for future retrieval by the public.
Receives, examines, records and provides general accounting for documents received from title companies, through the mail and over the counter. Examines, indexes, and verifies documents; processes the Grantor/Grantee Index. Provides and maintains an efficient retrieval system to support the public’s requests for real property and vital records. VITAL RECORDS - Issues birth, death and marriage certificates and processes requests for official records. Examines, verifies, and records birth and death certificates received from the Health Department and marriage certificates received from the public. Processes marriage certificates ensuring time frames and other directives required by the State Registrar are met. Indexes and verifies vital records and ensures the integrity of digital images. Provides and maintains an efficient retrieval system to support the public’s requests for all real property and vital records. ACCOMPLISHMENTS FOR FY 2009-2010 •
Purchased and installed new microfilm reader/printer which provides for timely service to the public and also meets the needs of other departments.
•
Worked in concert with County departments to ensure efficiency and professionalism of services provided to the public.
•
Indexed and maintained a permanent archive of Real Property Records to ensure availability.
•
Provided a high level of service to government agencies and the public in a timely manner.
Recommended Budget FY 2010-2011
Page 42
OBJECTIVES FOR FY 2010-2011 •
Placing land record index on Department web-site – www.sbcvote.us.
•
Commence Redaction Project for redacting Social Security Number from official records.
•
Begin planning for implementation of Electronic Recording in collaboration with the State Attorney General’s Office.
•
Restore damaged official and vital book records.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $10,336 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $20,397. NEW POSITIONS – No new positions are recommended in FY 2010-11. TEMPORARY/EXTRA HELP - Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES –Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES - The difference from FY 2009-10 Projected compared to FY 2010-11 Recommended is significant since two redaction projects which were budgeted in FY 2009-10 Adopted were not performed. Computer Supplies are increased by $2,030 or 5% and include all software maintenance for DFM, Digital Reels and Map Scanner. The redaction projects which were not completed in FY 2009-10, are appropriated at $70,560 in Special Department Expense in FY 2010-11. It is estimated that there are over 600,000 images from 1980 to 2000 on digital reel to be processed (to search for and redact Social Security Numbers) pursuant to Government Code 27301. Additionally, official records images from 2000 to 2009 must also be searched for Social Security Numbers for redaction. The end result will be two (2) complete sets of data, one official copy and one public copy. OTHER CHARGES - Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS – Six (6) replacement printers for the County Clerk/Recorder’s office are budgeted in Capital Outlay Budget in the IT Project. The cost is $5,000 will be paid from the Micrographic Trust.
Recommended Budget FY 2010-2011
Page 43
REVENUES Revenue is estimated at $303,267 for FY 2010-11. The decline in the economy and the number of documents submitted for recording, have held revenue amounts low. NET COUNTY COST
$147,371
Net County Cost is $147,371. This reflects an increase of $9,267 or 7% compared to Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 44
Recommended Budget FY 2010-2011
Page 45
ELECTIONS FUND 1001 – BUDGET 140 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations
349,060 299,345 0 0 58,625 707,030
296,487 430,076 0 0 0 726,563
284,929 528,775 0 0 0 813,704
(11,558) 98,699 0 0 0 87,141
-4% 23% 0% 0% 0% 12%
Revenues
151,275
129,000
230,000
101,000
78%
Net County Cost
555,755
597,563
583,704
(13,859)
-2%
3.83
3.13
3.25
0.12
4%
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Actual Adopted Recomm Job Class Title Salary Range 2008-09 2009-10 2010-11
Change
County Clerk-Auditor-Recorder
40.6
0.30
0.30
0.15
(0.15)
Assistant County Clerk-Recorder
Flat
0.33
0.33
0.60
0.27
Staff Analyst
25.2
0.70
0.00
0.00
0.00
Elections Coordinator Deputy County Clerk-Recorder I/II/III Bilingual Elections Coordinator Total Positions
Recommended Budget FY 2010-2011
16.9
1.00
1.00
1.00
0.00
8.9/10.9/12.9
0.50
0.50
0.50
0.00
16.9
1.00
1.00
1.00
0.00
3.83
3.13
3.25
.12
Page 46
MISSION The mission of the Elections Division of the Clerk-Auditor-Recorder is to provide election services in a fair, accessible and transparent manner. The San Benito County Registrar’s Office is responsible for registering voters and maintaining current and accurate voter files, for conducting Federal, State, County, City, school, and special district elections. In addition the Registrar’s Office checks the adequacy and certification of recall, referendum, and initiative petitions and administers the provisions of campaign reporting and financing while continuing to review, analyze and monitor the impact of legislation on the election process and does so with commitment, courtesy, and excellence. MAJOR SERVICES & ACTIVITIES The activities performed by this program budget unit are state mandated; however, the Board of Supervisors has some discretion as to the level of service to be provided. •
Elections - Conducts federal, state and local elections; provides voter registration for eligible citizens; maintains master voter file and places voters in proper precincts; files candidates for public office; recruits and trains election officers; recruits and sets up polling places; lays out and prints official ballots; provides absentee voting; lay-outs, prints and mails sample ballots; collects, counts and canvasses ballots and publishes results.
•
Campaign Disclosure Filing Officer - Receives, reviews and maintains reports and statements filed pursuant to the Political Reform Act (Government Code); supplies forms and manuals prescribed by the Fair Political Practices Commission (FFPC); examines required documents for conformance with the requirements of the law; notifies all candidates/committees who have failed to file; reports violations to appropriate agencies; maintains an index of all reports and statements filed with this office.
•
Signature Verification on Petitions - Receives, examines, and verifies signatures and certifies the number of qualified voters who have signed petitions circulated in San Benito County.
ACCOMPLISHMENTS FOR FY 2009-2010 •
Acquired a new Voter Registration System EIMS.
•
Successfully conducted the June 8, 2010 Statewide Primary Election and County Service Area Elections.
•
Applied and acquired OneCode ACS Address Change Service through the United States Postal Service.
•
Successfully conducted two Landowner County Service Area Elections pursuant to Prop 218 requirements.
Recommended Budget FY 2010-2011
Page 47
OBJECTIVES FOR FY 2010-2011 The Election division of the County Clerk, Auditor, & Recorder’s Office objectives are to continue to provide an efficient and high standard of service to all segments of the public. Objectives for FY 2010-11 are to successfully conduct the November 2, 2010 General Election and August 31, 2010 Landowner County Service Area Election and meet all challenges in both a professional and successful manner. RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $10,163 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $20,192. There is a decrease in salaries and benefits of $11,558 or 4% due to a change in the distribution of positions, based on actual work performed in the prior year. Recognized in this budget are reduction of the Auditor’s position by 0.15 FTE and the addition of the Assistant County Clerk Recorder at 0.27 FTE NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - The budget includes $14,924 for temporary/extra help. Temporary help is recommended to assist with the tasks performed for each election. Tasks include processing voter registrations, filing, proofing, getting precinct materials packed and ready are just a few. OVERTIME WAGES - Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES - Services and Supplies line items remained at the same levels with the exception of Professional Services, Special Department Expense and Computer Supplies that are primarily due to the added costs for the primary election occurring in this fiscal year. Professional Services reflects an increase of $80,000 that includes SouthTech software for the management of Campaign Documents and filing of Conflict of Interest Code Statements. Special Department expense reflects an increase of $3,325 and includes costs for poll workers, classes, Sequoia Support, and printing and mailing costs for ballots and under Computer Supplies there is an increase of $22,004 primarily due to the added annual maintenance for computer systems and the second payment for the cost of Election Information Management System (EIMS). OTHER CHARGES - Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit.
Recommended Budget FY 2010-2011
Page 48
REVENUES As a result of the November 2, 2010 General Election, the County will be allowed costs to recuperated election costs from local districts which are involved in the election. The Election Department anticipates recuperating revenues at $105,000 from this source. In addition, the department also intends to use the grant award that was received for improving voter information and accessibility for voters at $125,000 thru the Help America Act (HAVA) funds. NET COUNTY COST
$583,704
Net County Cost is $583,704. This reflects a decrease of $13,851 or 2% compared to Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 49
Recommended Budget FY 2010-2011
Page 50
TREASURER FUND 1001 – BUDGET UNT 112 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations
224,363 20,045 0 0 0 244,408
244,987 20,517 0 0 0 265,504
271,490 15,674 0 0 0 287,164
26,503 (4,843) 0 0 0 21,660
11% -24% 0% 0% 0% 8%
Revenues
245,785
236,675
287,164
50,489
21%
(1,377)
28,829
0
(28,829)
-100%
2.75
2.75
2.75
0.00
0%
Net County Cost FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
Treasurer-Tax Collector-Public Admin
37.5
0.75
0.75
0.75
0.00
Treasurer Office Manager
16.9
1.00
1.00
1.00
0.00
8.9/10.9/12.9
1.00
1.00
1.00
0.00
2.75
2.75
2.75
0.00
Job Class Title
Deputy Treasurer-Public Adm I/II/III Total Positions
Recommended Budget FY 2010-2011
Page 51
MISSION The mission of the Treasurer is to receive and safeguard the monies belonging to the County, School Districts, Special Districts and any other agencies in the treasury. The fiduciary responsibility of the Treasurer is to ensure the sound management of these public funds by investing to keep all funds secure, maintain liquidity, and maximize earnings. The Treasurer is an elected office combined with the Public Administrator and Tax Collector. The Treasurer will conduct the duties of the office in a manner to the best public advantage with professionalism, accountability and integrity. MAJOR SERVICES & ACTIVITIES The County Treasury is the depository for all funds received from County departments, school districts, special districts and all other money directed to it by State law. The Treasurer oversees all banking operations for the County, and accounts for the receipt and expenditure of all County funds. All County departments draw upon those funds to pay for budgeted expenses. The Treasurer is responsible for the investment and reinvestment of the funds of the County, schools, and special districts. The goal is to ensure security and achieve maximum returns while following legal requirements and as defined by the County Investment Policy. The Treasurer must have cash available to meet the cash flow demands of the County, schools, special districts and any other participating agencies. The Treasurer collaborates with other County officials in the implementation of various financial programs. ACCOMPLISHMENTS FOR FY 2009-2010 •
Completed training of Treasurer Office Manager and the Deputy Treasurer positions.
•
Completed extensive RFP process to select a financial institution to handle County accounts.
•
Completed analysis of armored car companies to select a carrier.
•
Created webpage for Treasurer, Public Administrator, and Tax Collector.
•
Located and catalogued all department records for destruction and established a policy records retention/destruction policy that was adopted by the Board of Supervisors.
OBJECTIVES FOR FY 2010-2011 •
Complete conversion of new banking services.
•
Replace Treasury Software.
Recommended Budget FY 2010-2011
Page 52
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $4,780 with related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $15,120. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – This budget includes $5,764 for temporary/extra help. A workload increase occurs during two peak collection periods of the Tax Collector for the first and second installments of secured property taxes. Approximately 20,000 in payments are received in a two week period along with increased phone activity. The temporary staff helps to process mail, receive payments at the counter, answer phones, record payments into the tax software, and prepare deposits to be submitted to the Treasurer. By utilizing temporary help, revenue deposits are expedited allowing the Treasurer to promptly invest those funds and improve on maximization of earnings for the County, schools, and other special districts in the investment pool. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – The variance between the FY 2009-10 Adopted Budget and the Recommended FY 2010-11 Budget is an overall decrease of $4843 or 24%. Communications are budgeted at a decrease of $490 or 37% because the office cell phone was changed to pre-pay rather than a monthly contract. Computer Supplies reflects a decrease of $ 2,300 or27.8% due to renegotiation of the investment management software contract. Maintenance of Equipment was reduced by $700 by transferring one cash counter’s maintenance costs to the Tax Collector (BU 116) where it is actually being utilized. Rents & Leases of Equipment shows a decrease of $1,793 that is due to a budgeting error where this cost was appropriated on two different line items. Travel, Training & Meetings remain at the same level and cover costs for Megabyte training and the Annual Treasurer’s Conference. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES The major revenue source is derived from the administrative investment fees charged to members of the County investment pool. Treasurer’s administrative costs are reduced from overall investment earnings of the County pool as provided by law, before those interest earnings are distributed to the pool participants. The revenues were not estimated correctly in FY 2009-10 Adopted Budget, though did accrue to this budget correctly.
Recommended Budget FY 2010-2011
Page 53
NET COUNTY COST
$0
Net County Cost is $0 and reflects a decrease of $28,829 due to recognition of all revenues entitled under statute for Treasurer services to investment pool participants.
Recommended Budget FY 2010-2011
Page 54
Recommended Budget FY 2010-2011
Page 55
TAX COLLECTOR FUND 1001 – BUDGET UNIT 116 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
265,016
286,105
324,700
38,595
13%
Services & Supplies
35,244
40,891
41,408
517
1%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
300,260
326,996
366,108
39,112
12%
Revenues
130,077
70,580
133,694
63,114
89%
Net County Cost
170,183
256,416
232,414
(24,002)
-9%
4.25
4.25
4.25
0.00
0%
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Salary Range Actual Adopted Recomm 2008-09 2009-10 2010-11 Treasurer-Tax Collector-Public Admn Tax Collector Office Manager Deputy Tax Collector I/II/III Accounting Technician Total Positions
Recommended Budget FY 2010-2011
37.5 16.9 8.9/10.9/12.9 14.9
Change
0.25 1.00 2.00 1.00
0.25 1.00 2.00 1.00
0.25 1.00 2.00 1.00
0.00 0.00 0.00 0.00
4.25
4.25
4.25
0.00
Page 56
MISSION The mission of the Tax Collector’s Office is to bill, collect and account for all real and personal property taxes levied in the County as directed by State and local law (Revenue and Taxation Code, Government Code, and local resolutions and ordinances). Property tax revenue is ultimately used to operate and provide essential services; police, fire, schools, and hospitals, etc. This is an elective office combined with the Treasurer and Public Administrator, independent of the Board of Supervisors. This independence is part of the checks and balances built into the system of county government in California counties. The intent of this arrangement is to avoid manipulation of investments and tax enforcement for political purposes in addition to being a check on the Auditor and the Assessor. The office holder is answerable directly to the constituents through the elective process. MAJOR SERVICES & ACTIVITIES The Tax Collector generates the annual secured and unsecured property tax bills through the efforts of the Assessor, Auditor, and the Tax Collector using electronic tax systems. Bills are generated with the information on the property for the purpose of collecting tax revenue. The Tax Collector provides annual notices required by State law through legal publications in local newspapers to all property owners to inform them of upcoming major property tax events including when taxes are due, what parcels are delinquent, what parcels are five years or more delinquent that may be auctioned at a future tax sale, and what parcels will finally be auctioned at a future tax sale. Additionally, individualized reminder notices and legal documents are generated, recorded, and mailed to property owners annually as required. The Tax Collector provides access to tax records over the internet using the Tax Collector’s website. As additional service to the public, the Tax Collector also provides information about other department services, state and federal agencies and their locations. ACCOMPLISHMENTS FOR FY 2009-2010 •
The department has completed its first full year after conversion to the MPTS 2000 Megabyte Integrated Tax System.
•
Staff completed training in a series of nine modules for the use of the new tax software.
•
The Tax Collector completed a full recruitment process for one technician.
•
Completed a successful evaluation and analysis of vendors that offer printing services to produce and mail tax bills at a reduced cost.
•
The Tax Collector’s website was launched that provides up to the minute/real time tax status with option to pay taxes on line and related information for improved service to property owners and the public.
•
Two hundred and fifty seven (257) bankruptcy cases were investigated and logged with claims filed with the Federal Bankruptcy Court as needed.
Recommended Budget FY 2010-2011
Page 57
•
All Delinquent Unsecured Property Tax Account Files (approx 500) were revised and logged to conform to the new property tax system.
•
Established and adopted revised fees for services and costs of the Tax Collector.
OBJECTIVES FOR FY 2010-2011 The goal for this coming fiscal year is to explore the option of procuring redemption systems to improve the processing and depositing of checks. This will facilitate and reduce staff time in operations and keep backlog of workload to a reasonable level as departmental staffing continues to be kept to a minimum. RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS –Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $10,231 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in an amount of $22,473. NEW POSITIONS – No new positions are recommended for FY 2010-11 TEMPORARY/EXTRA HELP – Funding for temporary help was recommended at $9,660 for an Accounting Tech, although requested at $19,320. Increased revenues support this expense in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is recommended in FY 2010-11. SERVICES & SUPPLIES –There is a slight increase recommended in FY 2010-11 of $517 or 1% when compared to the Adopted 2009-10. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Revenues are anticipated to increase by $ 63,114 (89%) in FY 2010-11. Tax Admin Fees (SB2557) are anticipated to increase by $55,878 or 38% and Supplemental Tax Admin Fees are projected to increase by $ 4,851 or 58% when compared to the Adopted FY 2009-10 budget. The increases in revenue are due to the Auditor’s adjustment to the distribution of tax revenue which is shared proportionately based on budget expenses of the Assessor, Auditor, and the Tax Collector. Redemption Fees are budgeted at a decrease of $615 or 7.6% when compared to the Adopted FY 2009-10 and Tax Collectors Fees are recommended at an increase of $3,000 or 15.8%.
Recommended Budget FY 2010-2011
Page 58
NET COUNTY COST
$232,414
Net County Cost is $232,414 and reflects a decrease of $24,002 or 9% when compared to Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 59
Recommended Budget FY 2010-2011
Page 60
PUBLIC ADMINISTRATOR FUND 1001 – BUDGET UNIT 262 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
0
0
0
0%
Services & Supplies
4,018
5,500
5,440
(60)
-1%
Other Charges
4,545
10,000
7,500
(2,500)
-25%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
8,563
15,500
12,940
(2,560)
-17%
Revenues
6,241
450
4,030
3,580
796%
Net County Cost
2,322
15,050
8,910
(6,140)
-41%
FTE SUMMARY
0.00
0.00
0.00
0.00
0%
This budget unit does not have a Schedule of Authorized Full-Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 61
MISSION The mission of the Public Administrator is to provide excellence in public service through uncompromising belief in respect for life and dignity in death. The Public Administrator serves constituents by investigating and administering the estates of County residents who pass without a will, without an appropriate person willing or able to act as administrator, by Court appointment, or if indigent. The Public Administrator acts under the authority of the Superior Court and powers are mandated by the Probate Code of the State of California. The Public Administrator is an elected office combined with the Treasurer and Tax Collector, independent of the County Board of Supervisors, answerable to the constituents. The Public Administrator will carry out the duties of the office in a manner to the best public advantage. MAJOR SERVICES & ACTIVITIES The Public Administrator (PA) takes charge of property of persons who have died without an appointed executor or estate administrator or when appointed by the court. The duties, powers and responsibility are the same as those required of any individual appointed by the court as administrator/executor of a decedent’s estate. The overall goal is to carry out the wishes of the decedent when known. The primary duties of the Public Administrator are to protect the decedent’s property from waste, loss or theft; make appropriate burial arrangements; conduct thorough investigations to discover all assets; liquidate assets at public sale or distribute assets to heirs; pay the decedent’s bills and taxes; and locate persons entitled to inherit from the estate and ensure that these individuals receive their inheritance. The Public Administrator also determines and authorizes use of County funds for interment of indigent County residents when a decedent or next of kin are financially unable to pay for disposition or cannot be located. ACCOMPLISHMENTS FOR FY 2010-2011 •
Closed old PA cases and either paid creditors, located heirs and distributed or transferred funds to the Treasurer Trust account in preparation to escheat.
•
Created a user-friendly, comprehensive application form to be filed by family members in need of services.
•
Created comprehensive database of PA cases dating back to 1966.
•
Established policy for retention and destruction of PA records adopted by the Board of Supervisors; and located and catalogued all PA files and prepared any that required destruction.
Recommended Budget FY 2010-2011
Page 62
OBJECTIVES FOR FY 2010-2011 •
Issue a Request for Proposal (RFP) for contracted services for mortuary and funeral services for indigent burial.
•
Revise Policy and Procedures Manual.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Not applicable to this budget unit. SERVICES & SUPPLIES – All expenditures remain at the same levels as FY 2009-10. Travel, Training & Meetings is at $3,970 and provides required training for the Public Administrator and staff. The projected 2009-10 expenditures were reduced by $2,487 because the annual conference was cancelled, but the Public Administrator is planning on attendance in FY 2010-11. OTHER CHARGES – Care & Support is decreased by $2,500 or 20% and is based on the number of indigent burial cases in FY 2009-10. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget. REVENUES Revenue is realized from the issuance of burial permits, generating $2 from each permit issued in the County. Estate Fee Revenue is generated from probate cases with assets that are referred to and administered by the Public Administrator. Revenues received in FY 2009-10 were $5,104 and were realized from PA fees of $4,553 and reimbursable fees of $551 from closure of estates. Based on the prior years’ trend, revenues of $4,030 are recommended in FY 2010-11. NET COUNTY COST
$8,910
Net County Cost is $8,910. This reflects a decrease of $6,140 or 41% compared to Adopted FY 2009-10. The significant decrease is primarily due to the reduction of the Care and Support line item and the revenues anticipated in FY 2010-11.
Recommended Budget FY 2010-2011
Page 63
Recommended Budget FY 2010-2011
Page 64
ASSESSOR FUND 1001 – BUDGET UNIT 114 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
1,257,312
1,227,402
1,370,290
143,165
12%
Services & Supplies
106,056
137,550
135,000
(2,550)
-2%
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
1,363,368
1,364,952
1,505,290
140,615
10%
Revenues Detail on next page
430,401
385,940
460,140
74,200
19%
Net County Cost
932,967
979,012
1,045,150
66,138
7%
15.00
14.00
15.00
1.00
7%
Other Charges
Total Appropriations
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
Assessor
37.6
1.00
1.00
1.00
0.00
Assistant Assessor
Flat
1.00
1.00
1.00
0.00
Supervising Auditor-Appraiser
25.6
1.00
0.00
0.00
0.00
17.6/20.6/23.6
1.00
1.00
1.00
0.00
25.6
1.00
1.00
1.00
0.00
16.7/19.7/22.7
3.00
3.00
4.00
1.00
20.6 16.7/19.7/22.7 or 16.6/19.6/20.6
1.00
1.00
1.00
0.00
2.00
2.00
2.00
0.00
8.9/10.9/12.9
3.00
3.00
3.00
0.00
8.9/10.9/12.9/15.5
1.00
1.00
1.00
0.00
15.00
14.00
15.00
1.00
Job Class Title
Auditor-Appraiser I/II/III Supervising Appraiser Appraiser I/II/III Assessor's Office Manager Appraiser II/I or Computer Mapping Specialist Assessment Clerk I/II/III Accounting-Appraiser Tech or Account Clerk I/II/III Total Positions
Recommended Budget FY 2010-2011
Page 65
Revenue Detail for Assessor
Revenue Account & Description
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
347,734
293,000
375,500
82,500
28%
561001
Tax Admin Fee - SB 2557
561002
Supplemental Tax Admin Fee
63,291
58,000
47,500
-10,500
-18%
561003
Assessment & Tax Collector Fee - LCA
15,955
18,000
18,000
0
0%
561005
Assessment & Tax Collector Fee - AD
140
140
140
0
0%
570001
Other Sales - Maps
2,346
4,000
5,000
1,000
25%
570002
Miscellaneous Revenue
935
12,800
14,000
1,200
9%
430,401
385,940
460,140
74,200
19%
Total Revenues
Recommended Budget FY 2010-2011
Page 66
MISSION The mission of the Assessor’s Office is to determine the taxable value (assessment) of all real and personal property within the county and prepare the regular and supplemental property tax rolls with integrity and fairness in accordance with the California Constitution and laws and regulations of the State of California and State Board of Equalization. The Assessor’s Office serves the taxpayers of San Benito County with respect and strives to perform their work in a professional, reliable and cost effective manner. MAJOR SERVICES & ACTIVITIES The functions performed by the Assessor’s Office are mandated by state law as framed by the State Constitution, statutes enacted by the state legislature, court decisions and rules adopted by the State Board of Equalization. However, the Board of Supervisors has some discretion as to the level-of-service to be provided. The Assessor’s Office is under the direction of the Assessor – an elected official who serves a four (4) year term. • Property Valuation/Appraisal – This office ensures that all taxable residential, agricultural, commercial and industrial real and personal property is equitably assessed. This entails the appraisal of new construction, the reappraisal of properties upon their sale or transfer of ownership, annual review and processing of filed personal property statements, processing of taxpayer assessment appeals, development of sale analysis studies, review and assessment of special properties and the application of the annual Proposition 13 statutory adjustment of property values. •
Other – Administers Property Tax Exemptions and other special assessments, including the Land Conservation Act, mineral rights and possessory interests.
•
Maintains Assessor’s parcel maps to reflect current property identification, boundaries, dimensions and acreage for assessment purposes.
•
The workload of the Assessor’s Office is primarily related to changes in property ownership, building construction, processing of personal property statements and the reappraisal of st properties under Proposition 8 (change in value as of January 1 ).
ACCOMPLISHMENTS FOR FY 2009-2010 •
Completed the implementation of the new property tax system (Megabyte).
•
Completed the 2009 assessment roll by July 29, 2009 and secured an extension of time from the State Board of Equalization to complete the next assessment roll by July 31, 2010.
•
Processed deeds and documents totaling 2538 units, processed 3260 property statements and finalized the computation of the Land Conservation Act values, and reappraised over 6000 properties for Proposition 8 (decline in value) reductions.
Recommended Budget FY 2010-2011
Page 67
•
Updated the Assessor’s website to include more information about the assessment of property in San Benito and the most frequently used and requested forms.
•
Began the reformatting of the GIS Assessor’s Parcel Maps to replace the current Assessor’s Parcel Maps for processing of assessment information geographically.
•
The Assessor’s Office received a favorable rating of 99.58% in a comprehensive audit and conducted by the State Board of Equalization which was performed over a six month period by a team of the state’s assessment professionals. The audit’s Executive Summary stated the Assessor’s administrative programs as well as real property and personal property programs are effective and well managed.
OBJECTIVES FOR FY 2010-2011 •
Computation of the assessment roll by June 30, 2011 to include changes in ownership, the completion of new construction, the processing of personal property statements and the annual computation of the Land Conservation Act values.
•
Continue to review all real property sales for the last decade to determine those properties that are eligible for Proposition 8 (decline in value) reductions.
•
Process assessment information and supplemental assessments as required.
•
Update the Assessor’s website with current assessment information concerning San Benito County.
•
Continue reformatting of the GIS Assessor’s Parcel Maps to replace the current Assessor’s Parcel Maps for processing of assessment information geographically.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – The recommended employee compensation for FY 2010-11 is based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and merit step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $50,338 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in an amount of $81,399. NEW POSITIONS – Recommended is 1 FTE Appraiser I/II position at a cost not to exceed $67,722 in salaries and benefits. Funding for this position will come from revenues associated with tax administration fees. Total revenue for the Assessor’s Office in FY 2009-2010 exceeded revenues expected and the 18% increase projected in this fiscal year will cover the costs of the position. The requested appraisal position will enable the department to keep up with the appraisal, and Prop 8 appraisals workload, increase productivity, reduce appraisal backlogs, adequately defend the growing number of assessment appeals and generate revenue thru timely appraisals of property.
Recommended Budget FY 2010-2011
Page 68
TEMPORARY/EXTRA HELP – Temporary/Extra Help is recommended in FY 2010-11 in an amount not to exceed $32,636 and is for two temporary employees for appraisal services of special properties such as mineral rights valuations, possessory interests, section 11 properties, commercial properties, Williamson Act properties and assessments for the south county areas. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – The overall decrease in expenses from last year to this year is 2% which reflects an decrease of $2,559 when compared to Adopted FY 2010-11 budget. Office expense is increased by $1,000 or 4.7% due to the increasing number of mailings and notices required. Travel, Training & Meetings budget shows a decrease of $10,000 or 30% which reflects reduced travel and meetings and more on-line training for employees. Expenses of $23,500 includes the on-going training costs associated with the Megabyte Computer Tax System for classes, lodging, meals, and mileage reimbursements for staff. Additionally, the Appraiser’s continuing education training is included in this line item. Professional Services (Contracts) shows an increase of $8,000 for a contractor to perform specialized appraisal services for a limited amount of time (250 hours per fiscal year). Last year, these services were budgeted under the temporary/extra help budget. Special Departmental Expense of $71,500 reflects the annual maintenance charge for the Megabyte computer property tax system Basic Maintenance/Support for Assessor, Auditor & Tax Collector and the SQL Database Administration for FY 2009-10. This cost is reflected in the Assessor’s budget for all three (3) departments. Also included is the agency version and public version for the assessor module and tax collector module. The agency version is a web access inquiry for title companies and the public version is a web access inquiry for the public. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Revenues projected reflect a significant increase of $74,200 (19%) attributable to an increase in Tax Administration Fees – SB 2557. This increase reflects the recovery of investment on the Megabyte System charged out to the various agencies. Supplemental Tax Administration Fees have decreased by $10,500 (18%) reflecting the changing real estate market and the growing number of negative supplemental assessments. The LCA fees increased by $10,500 in FY 2009-10 due to a large number of applications, but revenues for FY 2010-11 are anticipated to stabilize. There is an increase of $1,000 in Other Sales due to expected increases in map sales and other labor charges. Miscellaneous revenue reflects an increase of $1,200 from fees charged to the title companies for access to the agency version of the Megabyte Property tax System. NET COUNTY COST
$1,045,150
Net County Cost for the Assessor’s Office is $1,045,150 and reflects an increase of 7% or $66,138 due primarily to $86,629 OPEB charge and the recommended new appraiser position.
Recommended Budget FY 2010-2011
Page 69
Recommended Budget FY 2010-2011
Page 70
INTERNAL SERVICES FUND 1001 BUDGET UNIT 130 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
485,089
495,589
500,755
5,166
1%
Services & Supplies
80,669
50,800
40,860
(9,940)
-20%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
565,758
546,389
541,615
(4,774)
-1%
79
28,000
68,000
40,000
143%
565,679
518,389
478,615
(39,774)
-8%
Total Appropriations
Revenues
Net County Cost
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS
Job Class Title Internal Services Dir. / Asst. CAO Management Analyst I/II/III Human Resources Technician
Total Positions
Recommended Budget FY 2010-2011
Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
40.2
0.75
0.75
0.75
0.00
22.2/25.2/28.2
2.00
2.00
2.00
0.00
16.9
1.00
1.75
1.75
0.00
3.75
4.50
4.50
0.00
Page 71
MISSION The Internal Services Department offers a range of general service programs that include Human Resources, Benefits, Risk Management, Purchasing, Information Technology, and Geographic Information Systems. The mission is to provide essential internal services to the County departments, outside agencies and the community. The purpose of this department is to support the County organization to provide outstanding customer service in all of these areas and adhere to rules, laws, regulations and policies as they pertain to each, while maintaining the values of the County organization. MAJOR SERVICES & ACTIVITIES The Internal Services Department has oversight of the general service programs and budgets for Internal Services, Risk Management, Information Technology, and Geographic Information Systems, as well as the County Fire and Animal Control budgets. Services and activities of this department represents the County in relationships with other agencies and supports departments in analyzing board reports, new or changed systems, procedures, management issues, and organizations. The major services and activities included in this budget unit are Human Resources and Purchasing. Internal Services supports the County in fulfilling its mission for Human Resources through activities related to countywide staffing requirements, benefits and labor negotiations. Responsibilities include development of job descriptions, maintenance of classifications and compensation plans, negotiating with bargaining units and compliance with the Fair Labor Standards Act and Equal Opportunity Standards mandated by the State. Responsibilities also include administration of the County personnel rules and regulations, maintenance of personnel files and functions to effectively recruit, select, develop, retain and manage the workforce. Human Resources maintains position control and reconciliation of the approved staffing levels, processing of changes and/or compensation and administers employee and retiree benefits, COBRA, ADA, FLMA and Affirmative Action issues. This department also is responsible to conduct compensation studies and surveys. Internal Services also supports the County for the Purchasing function through activities that assist and provide guidance to department heads in the procurement of goods, contracting of services, development of contracts, competitive bidding procedures, public projects and other purchasing in compliance with ordinances adopted by the County, state laws, and regulations. The County has a decentralized purchasing program that has appointed the County Administrator as the Purchasing Agent and Department Heads as Assistant Purchasing Agents. The Internal Services Department is responsible for the development, maintenance and interpretation of the Purchasing and Contracting Policy Manual and related ordinances approved by the Board of Supervisors and state and federal laws and regulations as it relates to purchasing and public contracts. This department recommends purchasing and contracting procedures and sets standards for the County organization. This department is also the contract administrator for the CalFIRE contract for County Fire services, the City of Hollister contract for Animal Control, and other contracts related to IT and the GIS. ACCOMPLISHMENTS FOR FY 2009-2010 INTERNAL SERVICES: • Completed a Five Year Impact Fee Report and Annual Report for the County. • Developed a Five Year Information Technology Plan for the County.
Recommended Budget FY 2010-2011
Page 72
HUMAN RESOURCES: • Developed a County Vehicle Use Policy. • Installed and implemented NeoGov on-line Human Resources system. • Hosted and participated in mandated training programs presented by Liebert & Cassidy Monterey Consortium. PURCHASING/CONTRACTING: • Updated the Purchasing Ordinance and Public Project Ordinance. • Updated the Purchasing and Contracting Policy Manual. • Received Board approval of the Purchasing Ordinance, the Public Project Ordinance and the Purchasing and Contracting Policy Manual. • Trained management level staff regarding the new Purchasing Ordinance and Policy Manual. OBJECTIVES FOR FY 2010-2011 INTERNAL SERVICES: • Explore and analyze reorganization options and/or management controls to decrease costs for the County organization. • Explore and analyze efficiencies of County operations looking for funding opportunities and sharing of resources. • Develop Annual Impact Fee Report. HUMAN RESOURCES: Revise and update Personnel Policies and Procedures. • Participate in Liebert & Cassidy Monterey Consortium. • Attend CAL County Personnel Administrators Association of California (CPACC), California Public Employee Labor Relations Associations (CAL PERLA), and Trindel Insurance meetings and training opportunities. •
PURCHASING/CONTRACTING Develop and deploy documents on the internal network such as sample RFPs, IFBs, Service Contracts, and other forms to be utilized in relation to purchasing and contracting. • Explore and analyze new alternatives for cost control and/or reduce costs for goods and services for county departments and the county organization. • Coordinate with County Auditor to implement an automated process for purchasing. •
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $18,990 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), the OPEB costs are reflected in Regular Salaries & Benefits in the amount of $27,959.
Recommended Budget FY 2010-2011
Page 73
There is a decrease of $5,166 or 1% compared to FY 2009-10 Adopted budget due to interdepartmental salary charges of $30,000 for services provided to the GIS Enterprise and California First Grant Program. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELPS – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – Memberships will be continued with the following organizations for a total amount of $4,500: Liebert & Cassidy Monterey Consortium
$3,500
County Personnel Administrators Association of California (CPACC)
$200
California Public Employee Labor Relations Associations (CAL PERLA)
$350
California Association of Public Purchasing Officers (CAPPO)
$150
County General Services Association (CGSA)
$150
Publication & Legal Notices in the amount of $1,000 reflects a significant decrease of 90% or $9,000 due to the digital online recruitment system that was implemented for Human Resources. Professional Services reflects contracts for services for labor relation negotiations and personnel subscription services, unemployment tracking services and COBRA insurance services totaling $20,360: Jodan & Associates NeoGov Talx Express Infinitive Source
$10,000 $6,000 $350 $4,060
Special Department Expenses of $5,000 is budgeted to cover the contract with an outside firm for the employee recognition program. There is a significant decrease of $9,940 or (19.6%) between the amounts appearing in the FY 2009-10 Adopted and the FY 2010-11 Recommended that is primarily due to the decrease in the Publication & Legal Notice line item. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit.
Recommended Budget FY 2010-2011
Page 74
REVENUES There increase in revenue of $40,000 or 143% is a reflection of a larger reimbursement from Trindel Insurance Fund in this fiscal year, for administrative services. This is due to the County’s year end actuaries that reflect a better rating compared to the pool and have resulted in an increased reimbursement. NET COUNTY COST
$478,615
Net County Cost is $478,615. This reflects a decrease of $39,774 or 8% compared to FY 2009-10 Adopted Budget generated from increased revenues and increased recovery of staff time devoted to GIS and California First .
Recommended Budget FY 2010-2011
Page 75
Recommended Budget FY 2010-2011
Page 76
RISK MANAGEMENT FUND 1001 – BUDGET UNIT 190 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
38,917
38,765
41,875
3,110
8%
Services & Supplies
43,285
30,250
30,250
0
0%
1,312,412
1,436,730
806,800
(629,930)
-44%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
1,394,615
1,505,745
878,925
(626,820)
-42%
29,228
20,000
25,000
5,000
25%
1,365,387
1,485,745
853,925
(631,820)
-43%
0.50
0.50
0.50
0.00
0%
Other Charges
Total Appropriations
Revenues
Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Salary Range Actual Adopted Recomm 2008-09 2009-10 2010-11 Exec. Secretary to CAO/Safety Program Coord
Total Positions
Recommended Budget FY 2010-2011
17.9
Change
0.50
0.50
.50
0.00
0.50
0.50
0.50
0.00
Page 77
MISSION The mission of the Risk Management program is to meet the requirements of SB 198 and insurance liability of the County to provide for the health, safety, and welfare of county employees and the public. The County participates and partners with the Trindel Insurance Fund for County insurance requirements. MAJOR SERVICES & ACTIVITIES This budget unit provides funding for consolidated management of the County’s Risk Management, employee/workplace safety and accident prevention, and insurance programs, including Workers’ Compensation, Liability, Property, Automobile and Unemployment and Medical Malpractice. It provides for on going coordination and evaluation of the countywide safety program, as required by SB 198 and other laws and an effort to reduce accidents, and/or injuries to County employees and the public. Funds are also budgeted to cover the cost of insurance deductibles and uninsured losses. ACCOMPLISHMENTS FOR FY 2009-2010 • • • • •
Received highest rating from Trindel for Annual Loss Prevention Evaluation Provided Evacuation Drill Training Expand Department Code of Safety Practices Safety Coordinator received Ergonomic Training and Certification Coordinated Safety Meetings and Safety Training for County Employees.
OBJECTIVES FOR FY 2010-2011 • • • • •
Continue to partner and participate in the Trindel Insurance Fund Coordinate and conduct meetings for the County Safety Program Train Department Safety Representatives Conduct Safety Inspections for County Departments. Update Injury and Illness Prevention Program
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS –Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $1,415 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits. NEW POSITIONS –No funding for new positions are recommended for FY 2010-11.
Recommended Budget FY 2010-2011
Page 78
TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – These line item accounts fund the operating and maintenance expenses of a program other than employee salaries and benefits. There are no significant changes in costs compared to the prior year. OTHER CHARGES – These line items reflect a significant decrease of 56% or $ 629,930 between the amounts appearing in the FY 2009-10 Adopted Budget and FY 2010-11 Requested Budget. The significant decrease is because the Retiree Medical Insurance costs are recognized and distributed with the OPEB costs in each budget unit. Liability Insurance reflects an increase of 8.8% or $55,246 over the prior year. Bonding and Crime insurance is a new line item at $2,355 to cover those expenses. Medial Malpractice Insurance went up slightly by 3.2% or $529 compared to the prior year. While Property Insurance increased by 1.8% or $1,938 when compared to the FY 2009-10 Adopted Budget. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Revenues are derived from the Trindel Insurance Fund and are the result of the Annual Loss Prevention Evaluation. There is an increase in revenue of $5,000 or 25% is a reflection of a larger reimbursement from Trindel Insurance Fund in this fiscal year, for administrative services. This is due to the County’s year end actuaries that reflect a better rating compared to the pool and have resulted in an increased reimbursement. NET COUNTY COST
$853,925
Net County Cost is $853,925. This reflects a decrease of $631,820 or 43% compared to Adopted FY 200910. This decrease is primarily due to the distribution of the Retiree Medical Insurance in each budget unit.
Recommended Budget FY 2010-2011
Page 79
Recommended Budget FY 2010-2011
Page 80
GEOGRAPHICAL INFORMATION SYSTEM (GIS) FUND 1001- BUDGET UNIT 107 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations
16,887 66,645 0 0 0 83,531
42,436 78,500 0 0 0 120,936
56,155 71,500 2,407 0 0 130,062
13,719 (7,000) 2,407 0 0 9,126
32% -9% 0% 0% 0% 8%
Revenues Detail on next page
45,086
92,841
102,782
9,941
11%
Net County Cost
38,445
28,095
27,280
(815)
-3%
0.20
0.50
1.00
0.50
100%
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Salary Range Actual Adopted Recomm 2008-09 2009-10 2010-11 GIS Analyst
Total Positions
Recommended Budget FY 2010-2011
23.6
Change
0.20
0.50
1.00
0.50
0.20
0.50
1.00
0.50
Page 81
Revenue Detail for GIS
Revenue Account & Description 560201
Habitat Conservation Trust Fund
560202
San Benito Water District
560203
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
0
0
15,000
15,000
0%
19,855
20,267
21,520
1,253
6%
City of Hollister
7,942
10,133
10,760
627
6%
560204
City of San Juan Bautista
1,985
6,080
6,456
376
6%
560205
COG
1,985
6,080
6,456
376
6%
560207
San Benito County COE
0
6,080
6,456
376
6%
560208
LAFCO
1,985
6,080
6,456
376
6%
560209
Gavilan Community College
1,985
0
0
0
0%
560210
Sunnyslope Water District
4,987
10,133
10,760
627
6%
560211
Other Agencies
4,362
0
0
0
0%
560213
Integrated Waste Management
0
0
6,456
6,456
0%
212300
Deferred Revenue
0
27,988
12,462
-15,526
-55%
45,086
92,841
102,782
9,941
11%
Total Revenues
Recommended Budget FY 2010-2011
Page 82
MISSION The mission of the Geographical Information System (GIS) program is to coordinate and to manage the Countywide Geographical Information System. The purpose of this program is to provide a countywide digitized mapping system for the GIS Enterprise, agencies, County and city departments, outside agencies and the public. This GIS program is under the direction of the Internal Services Department. MAJOR SERVICES & ACTIVITIES The major services and activities of the GIS program is to coordinate and manage the web-based and desktop Countywide Geographical Information System for the GIS Enterprise, agencies, county and city departments, outside agencies and the public. The GIS Enterprise is a collaborative organization initiated in 2002 and currently consists of the City of Hollister, City of San Juan Bautista, San Benito County Water District, Sunnyslope Water District, San Benito County Office of Education, Council of Governments (COG), the Local Agency Formation Commission (LAFCO) and County Integrated Waste Management with the County as the lead agency; each share in the cost for the operations of this program. GIS is a computer technology that combines geographic data (the locations of manmade and natural features on the earth’s surface) and other types of information (names, classifications, addresses and much more) to generate visual maps and reports. GIS uses geographic location to relate otherwise disparate data and provides a systematic way to collect and manage location-based information crucial to local government work. This system allows for the county data to reside in one location rather than in formats stored in multiple places in a collection of map layers. The maps layers may be overlaid and linked together to create maps, integrate information, visualize and compare scenarios, solve problems and more effectively manage resources. GIS is a tool local governments use to enhance analytical capabilities, produce information and generates alternatives quickly. GIS facilitates planning and enhances the decision-making process through the rich database. County and city departments and outside agencies who utilize this technology are Planning & Building, Public Works, Sheriff, Auditors Office, Assessors Office, LAFCO, COG, San Benito Water District, Sunnyslope Water District, San Benito Office of Education. This is a tool that is available to the public and businesses that can be accessed from the County website. The major services offered by this program are provided by the GIS Analyst and an outside consulting firm for data and map development and management, training, and web hosting. Other services provided by Internal Service staff include coordinating and scheduling of the GIS Enterprise committee meetings, developing annual goals, objectives and budget, and serve as contract administrator with outside firm for web hosting, data and map development, maintenance and training.
Recommended Budget FY 2010-2011
Page 83
ACCOMPLISHMENTS FOR FY 2009-2010 • • • • •
The GIS map system was migrated over to the County server in order to accomplish in-house maintenance. Coordinated with the consultant to manage the data and map development and maintenance and for countywide GIS and web based mapping systems. Coordinated with the consultant for Ortho configuration update to countywide base map Application and database development training completed for Enterprise partners, and County and city departments GIS users. Grant funding awarded for LIDAR Map Project with AMBAG
OBJECTIVES FOR FY 2010-2011 • • • • •
Assume In house management, development and maintenance of GIS system on the County server, running parallel systems with the consulting firm during this transition year. Development of a fee schedule for services rendered to outside agencies, businesses and developers for the development of maps or data. Assume more of the coordination role for the GIS Enterprise in regards to committee meetings, goals, objectives, and budget currently provided by the Internal Services Department. One-on-one training for the GIS Analyst and for the ArcGIS, AutoCad and Arc Editor users; and Web based GIS Training for the web application of GIS. Assist partnering agencies with applications, data base development and identify mapping needs.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $ 4,128 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $5,230. A .50 full-time equivalent (FTE) GIS Analyst position that was previously recognized in the Planning Department has been transferred to the GIS budget unit. Effective July 1, 2010, 1.0 FTE GIS Analyst position will be recognized in the GIS budget for FY 2010-11. In the Line Item Detail, under Salary & Benefit Savings is a credit of $36,155 recognized in this budget. It is due to a salary increase of $10,000 reflecting an expense for services rendered by a Management Analyst to this budget unit by Internal Services (BU 130) and $46,000 recognized for services to be rendered by the GIS Analyst from this budget unit to the General Plan Budget (BU 272). TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11.
Recommended Budget FY 2010-2011
Page 84
OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – There is an overall decrease in Services & Supplies of $7,000 between the amounts appearing in FY 2009-10 Adopted Budget and the FY 2010-11 Recommended Budget; and an increase of $6,435 in the 2009-10 Projected Budget, when compared to the 2010-11 Recommended Budget. Computer Supplies in the amount of $8,000 reflects a decrease of $6,000 or 49% due to a decrease in expected expenses. Travel, Training & Meetings is reduced by 50% to $1,500. Professional Services line item is budgeted at $62,000 and reflects a decrease of $500 to meet the terms of the GIS maintenance/management contract for this fiscal year. OTHER CHARGES – Under this expenditure group, there is a new A-87 Cost Plan Charge of $2,407. It represents administrative overhead charges for County Administration, County Counsel, Auditor, Internal Services, Information Technology, Building and Grounds, and Risk Management. INTERDEPARTMENTAL CHARGES – Interdepartmental charges are recognized in this budget unit due to services provided from the Internal Services Department for this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES The GIS Enterprise is funded by partnering agencies. The percentage formula developed by the GIS Enterprise agencies provides for 70% of the funding for this program. There is an increase in the budget unit’s revenue in the amount of $9,941 or 11% compared to FY 2009-10 Adopted Budget. NET COUNTY COST
$27,280
Net County Cost is $27,280 and reflects a decrease of $815 or 3% when compared to Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 85
Recommended Budget FY 2010-2011
Page 86
INFORMATIONAL TECHNOLOGY FUND 1001 – BUDGET UNIT 106 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
299,229
344,814
403,216
58,402
17%
Services & Supplies
232,351
271,361
163,150
(108,211)
-40%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
531,580
616,175
566,366
(49,809)
-8%
270
0
0
0
0%
531,310
616,175
566,366
(49,809)
-8%
4.00
5.00
5.00
0.00
0%
Total Appropriations Revenues
Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Information Technology Manager Desktop/Svr to Svr/Network Admin Database Administrator Information Tech Support I/II Information Tech Support lll Total Positions
Recommended Budget FY 2010-2011
Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
30.2
1.00
1.00
1.00
0.00
23.5/26.5
1.00
1.00
1.00
0.00
23.1
0.00
1.00
0.00
(1.00)
16.4/19.4
2.00
2.00
2.00
0.00
21.4
0.00
0.00
1.00
1.00
4.00
5.00
5.00
0.00
Page 87
MISSION The Information Technology (IT) Division is committed to excellence and to ensure the business of government is efficient by providing an information technology infrastructure and systems that are reliable, long-term, financially viable, and secure. The IT Division strives to work closely with each customer department within San Benito County to identify and support their Information Technology needs. In addition, the IT Division endeavors to provide technology which improves public services and other government agencies. MAJOR SERVICES & ACTIVITIES The Information Technology Division maintains and provides countywide Information Technology Infrastructure. These services are critical in order for all aspects of IT services to work for the County. Some of these services include network design and maintaining core switching and core network operating centers. The IT Division is responsible to perform administrative and technical work in design, planning, hardware and software installation, storage, backup, hardware purchasing, training, and maintenance of the County information systems. The IT Division administers contracts with outside vendors to provide programming, technical support, and equipment maintenance as required to maintain systems. The IT Division maintains email communication services, web services, and application support. Examples of application support include: GIS, financial, tax, and safety systems. Such IT core services are essential to the technological stability of the County; which in turn, allows County departments to provide service with excellence to the general public. ACCOMPLISHMENTS FOR FY 2009-2010 •
Built Network Operating Center (NOC) IT Infrastructure for San Benito County.
•
Built Active Directory 2008 for San Benito County.
•
Built Exchange 2007 for San Benito County.
•
Built Server Virtualization for San Benito County.
•
County IT accomplished a Countywide Fiber Network Installation linking County departments to the County’s Network Operating Center (NOC). This project gave the County the ability to own its own network that has resulted in a savings of thousands of dollars in internet costs and provided access for other programs. This includes the Active Directory and Microsoft Exchange email migration, server consolidation, blade server implementation, cooling and security implementation, and data backup. This project allows departments to access programs on shared drives. The Server Virtualization Project provides the ability to virtualize PCs and servers, thereby reducing the number to be purchased. This project has saved the County thousands of dollars in equipment in FY 2010-11 and will save thousands in future years.
Recommended Budget FY 2010-2011
Page 88
OBJECTIVES FOR FY 2010-2011 •
Develop website for San Benito County.
•
Continue to work on San Benito County’s IT Infrastructure in and outside the NOC.
•
Update backup system to improve disaster recovery system.
•
Evaluate and possibly implement desktop virtualization throughout the County.
•
Fine-tune San Benito County’s new centralized IT environment, allowing IT to streamline IT services.
•
Assume management of GIS services within the IT Division.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $15,885 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in an amount of $28,116. There is also salary savings of $50,000 reflected under salaries and benefits due to funding from Health and Human Services Agency for IT services. The development of a new classification for the position of Information Tech Support III was approved mid-year due to an unsuccessful recruitment for a Data Base Administrator position. The IT Manager recommended the new classification allowing an in-house promotional opportunity with potential for advancement to the position of Data Base Administrator at a later date. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – Communications is budgeted at $5,800 reflecting a decrease of 8% from prior year. Part of the decrease is due to the elimination of pager services. This line item includes expenses for the County Domain name hosting and telephone system monthly charges. Computer Supplies is budgeted at $103,150 reflecting a decrease of 54% compared to prior year. This expenditure classification includes all the costs associated with the countywide network computers, hardware and software cost and maintenance, computer repair, countywide licensing, and additional technical work required to support IT services for San Benito County. The Microsoft Enterprise Agreement
Recommended Budget FY 2010-2011
Page 89
is not recommended this fiscal year at a cost savings of $74,000 and is the primary decrease in this line item. Office Expense is decreased at $2,500, reflecting a decrease of 16% from prior year due to an assertive effort to use supplies more efficiently and print less. Travel, Training & Meetings is budgeted at $5,600 which is reflects a 3% decrease compared to prior year. This expenditure classification includes travel, training, and meetings associated with the California County Information Services Directory Association, and training classes for IT administration and IT development. Professional Services is budgeted at $23,000, decreased by 23% from prior year due to the completion of the vulnerability assessment during the FY 2009-10. Special Department Expense is budgeted at $3,500 reflecting a decrease of 30% from prior year to reflect licensing software requirements and financial system programming. The Utilities line item in the amount of $14,000 funds the cost of utilities for the Network Operation Center (NOC). The NOC is located in the 911 Communications Center and since installation, utilities costs were being incorrectly charged to the Communications Budget. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. REVENUES This budget unit is primarily supported by the General Fund. Funding for services to Health and Human Services agency is recommended through Salary and Benefit savings. NET COUNTY COST
$566,366
Net County Cost is $566,366. This reflects a decrease of $49,809 or 8% compared to Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 90
Recommended Budget FY 2010-2011
Page 91
GENERAL PURPOSE – NON-DEPARTMENTAL REVENUE FUND 1001 – BUDGET UNIT 185 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Revenues Property Taxes
12,883,287
11,594,750
11,169,555
(425,195)
-3.7%
1,691,563
1,875,000
1,488,712
(386,288)
-20.6%
Other Taxes
374,040
365,000
293,000
(72,000)
-19.7%
Licenses & Franchises
390,068
400,000
435,000
35,000
8.8%
Fines & Penalties
670,412
1,314,000
897,000
(417,000)
-31.7%
Interest & Rentals
1,006,021
1,000,000
272,947
(727,053)
-72.7%
State& Federal Aid
3,536,898
2,793,000
3,012,500
219,500
7.9%
433,370
0
0
0
0%
1,863,822
1,915,100
1,454,702
(460,398)
-24.0%
22,849,481
21,256,850
19,023,416
(2,233,434)
-10.5%
(22,849,481)
(21,256,850)
(19,023,416)
2,233,434
-10.5%
Sales & Use Taxes
Other Revenues Charges & Fees Total Revenues
Net County Cost
Recommended Budget FY 2010-2011
Page 92
MISSION This budget unit provides a mechanism to show the anticipated revenue sources for the financing of the total net cost in all General fund budgets within the county as well as to provide subsidies to other funds with insufficient revenues. The revenues in this budget unit are General Fund monies, which generally are referred to as “generalpurpose revenues” or “non-departmental revenues.” General-purpose revenues may be broadly defined as those revenues which are not related to any one specific program or activity and which may be used, in the Board’s discretion, without restriction. Before voters approved Proposition 13 in 1978, general-purpose revenues of the counties of California consisted of tax-income – largely property taxes. Since then, general-purpose revenues have been increasingly directed by State Legislative decisions. County governments continue to depend upon the decisions made by the State which effect general-purpose revenues available to support services funded primarily with local revenues including law enforcement, roads, parks, libraries and governmental business functions including administration, assessor, auditor, tax collector, elections, recorder, etc. The County General Fund’s share of the 1% local property tax is about 11 cents of every $1.00 collected. That means for a property owner paying $1,000 in property taxes, about $110 comes to the County General Fund. The largest share of property tax revenues is earmarked for schools. The County’s percentage share of the 1% local property tax is fixed by a state law known as AB8 and is among the five lowest counties in the state. The County receives 1% of the sales tax collected by the State of California within the unincorporated area of the county as general-purpose revenue. The County does not receive any sales tax revenue for retail sales within the cities of Hollister or San Juan Bautista. Proposition 4 establishes limitations on the receipt of certain tax and related revenues. All Proposition 4 revenues, as well as other revenues, are included in this budget. MAJOR SERVICES & ACTIVITIES Non-Departmental Revenues finance a wide variety of County programs and services. They include revenues from a variety of sources that are not attributable to any particular program or service and, which, generally speaking, are unrestricted in nature. Non-Departmental Revenues are used to offset the Net County Cost of County services that are not entirely self-supporting and to provide funding matches for state-mandated programs that require a County contribution. Net County Cost is the difference between the total cost of a General Fund program or service and the revenue it generates. Net County Cost also includes funding that is transferred out of the General Fund to subsidize other Non-General Fund programs, such as Public Works and Human Services, which are not self-supporting or require a state-mandated match.
Recommended Budget FY 2010-2011
Page 93
RECOMMENDED BUDGET EXPENDITURES: This budget unit does not appropriate expenditures. Non-Departmental expenses and contributions are budgeted in Budget Unit 180. REVENUES Property Taxes: FY 2010-11 Property Tax Revenue is budgeted at $11,169,555 reflecting a 3.7% decrease of $425,195 compared to prior year. This amount anticipates a continuing decline in property tax revenues below FY 2009-10 projections. Sales Taxes: Sales Tax receipts of $1,488,712 are estimated at a 21% decrease below FY 2009-10 Adopted Budget of $1,875,000. There are positive indications that Sales Tax receipts may be beginning to recover, so the revenue for FY 2009-10 is budgeted at a 1% increase over prior year actuals. The County does not receive any of the sales tax collected inside of the cities of Hollister and San Juan Bautista. Much of the sales tax in the area of the County outside of the cities is on business-to-business transactions that are particularly sensitive to economic conditions. Other Taxes: The recommended $293,000 is a $72,000 or 20% decrease compared to the FY 2009-10 recommended amount. The largest component of Other Taxes is Property Transfer Taxes on the sale of new and existing homes. The requested amount is based upon estimated actuals for FY 2009-10 as well as the fact that the federal “new homebuyers credit” expired in April of 2010. Licenses & Franchises: The recommended $ 435,000 is $35,000 or 9% higher than FY 2009-10. This revenue classification accounts for revenue received from cable television and refuse collection as well as Pacific Gas & Electric for doing business in the unincorporated areas of the County. Also included this year are the Community Media Access Program (CMAP) PEG Fees in the amount of $8,500. A CMAP (PEG) expenditure totaling $8,500 is budgeted in Non-Departmental Expenses (BU 180). Fines & Penalties: The projected amount of $897,000 is $417,000 less than FY 2009-10 Adopted Budget. This revenue includes court and traffic fines and penalties on delinquent property taxes. Collections of fines continue to lag as a result of the economy. The penalties on property taxes have been reduced by $200,000 in an effort by the County Auditor to maintain a prudent Tax Loss Reserve Fund for cash flow availability for schools and special districts. Interest & Rentals: Interest has been conservatively budgeted at $250,000 for FY 2010-11 and is based on what transpired in FY 2009-10 when Interest Revenue fell far below the Adopted Budget. Real Estate Rental revenue is a land and tower lease agreement between the County and Verizon Wireless and is recommended at $22,947 for FY 2010-11. State & Federal Aid: The revenue in this category is increased by $219,500 overall for a total amount of $3,012,500. The largest revenue in this category is the Prop 172 Public Safety Funds. These revenues are sales tax-derived, limited to use to support law enforcement services and have been reduced $346,000 compared to the FY 2009-10 Adopted Budget. However, as mentioned above, there are positive indications that Sales Tax receipts may be stabilizing, so this revenue is based on FY 2009-10 projected actuals.
Recommended Budget FY 2010-2011
Page 94
Williamson Act Subvention revenues continue to be absent from the recommended budget. $575,000 is recommended to reflect the County’s California First Program grant award. This program allows property owners within the County to finance renewable energy and energy efficiency improvements on their properties. The grant expenditure is appropriated in Non-Departmental Expenses (BU 180). Federal in Lieu revenue is decreased by $6,500 based on actual receipts in FY 2009-10. Other Revenues: This revenue account includes line items that do not fall into any of the preceding categories, including the sale of County assets, transfers from trust and tax collection fees. This is generally unanticipated revenue therefore no amount is recommended. Charges & Fees: The recommended revenue of $1,454,702 includes A-87 Cost Plan charges paid by nonGeneral Fund departments to the General Fund to cover overhead costs as calculated by the County’s A87 cost plan. The recommended cost plan revenue is reduced by $426,398 due to a shift of administration and engineering costs from Public Works to the General Fund. Also included are fees or charges paid to the County by individuals and organizations for providing miscellaneous services. Welfare Recoupment is revenue generated by the Family Support Department from proceeds of support payments. These funds reimburse the County share of cost expended in Welfare Aid to families who are also entitled to child support payments.
Recommended Budget FY 2010-2011
Page 95
Recommended Budget FY 2010-2011
Page 96
GENERAL FUND CONTRIBUTIONS & NON-DEPT EXPENSES FUND 1001 – BUDGET UNIT 180 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Operating Transfer to Other Funds
1,940,320
1,141,854
1,208,777
66,923
6%
Non-Departmental Expenses
1,191,485
1,695,839
1,294,720
(401,119)
-24%
Total Appropriations
3,131,805
2,837,693
2,503,497
(334,196)
-12%
Net County Cost
3,131,805
2,837,693
2,503,497
(334,196)
-12%
Recommended Budget FY 2010-2011
Page 97
MISSION This budget unit accounts for the funding contributed by the General Fund to other funds in order to balance their respective budgets. These inter-fund transfers or operating subsidies are recorded as expenditures in the General Fund and as revenues to the funds receiving the contributions. In addition, this budget unit is used to fund certain countywide or non-departmental expenses or set-asides for special projects or activities. MAJOR SERVICES & ACTIVITIES The County budget is comprised of approximately 20 separate funds. The largest is the General Fund where most County revenues and expenditures are accounted for. All unrestricted or discretionary County revenue accrues to the General Fund where it can be used finance County programs and services. Examples of other funds include the Public Works Fund, Mental Health Fund, Fish & Game Funds, Fire Fund, and Landfill Fund. Separate funds are created to budget, segregate, and account for revenues restricted by law, contract, or policy. Each fund is a self-balancing financing entity in which total financial resources must equal total financial requirements – and each must be separately monitored. The County budget adopted each year by the Board of Supervisors includes the total of all the various funds. State and federal mandates drive the level of subsidy that the General Fund must provide to certain funds. The General Fund contribution serves as a required county match for mandated programs; it may be a set dollar amount “Maintenance of Effort” (e.g. Court MOE, Mental Health MOE) or a percentage of local match required on each dollar expended (e.g., public assistance programs administered by the Health & Human Services Agency). For all other funds where neither the state nor federal governments mandate a County contribution, the Board of Supervisors may at its discretion provide a General Fund subsidy to make up the difference between the revenues generated by a particular fund and the desired level of service. RECOMMENDED BUDGET EXPENDITURES Recommended FY 2010-11 Operating Transfers (contributions to other funds) have increased by $66,923. Non-Departmental General Fund Expenditures have decreased by $401,119. Recommended distribution of funds is listed below. Operating Transfers: Public Works Fund: The FY 2010-11 Roads Maintenance reflects an increase from the FY 2009-10 contribution of $133,759 or 63%. This increase is due to the under-allocation of the mandated Maintenance-of-Effort “General Fund Contribution” of $279,272 in FY 2009-10. In order to maintain the County’s allocation of State Traffic Congestion Relief (TCRF) and Highway Users Tax (HUTA) Revenues, the total mandated General Fund contribution must be achieved over two fiscal years. Since the General Fund contribution in FY 2009-10 was $212,271, it is necessary to allocate an additional $67,000 this fiscal year to ensure the two year State mandated allocation is achieved.
Recommended Budget FY 2010-2011
Page 98
Human Services Fund: A contribution of $634,818 reflects a decrease of $28,937 compared to the prior year. These funds provide for local share of cost in various mandated programs which exceed the available Realignment Revenue. Health Fund: There is no recommended contribution to the Health Fund as the available resources provide continued operational costs. Their maintenance of effort requirements are fulfilled by Health Realignment Funds. The Health Realignment Fund balance is utilized to finance cost in excess of program revenues. Mental Health Fund: Mental Health continues to operate within available revenues and does not require General Fund Contribution except for $45,772, which is a mandated Maintenance of Effort match. Victim Witness Fund: No contribution is required to augment the Victim Witness Program, as staffing reduction of one (1) position in the prior year reduced operating cost to within grant-funded levels. Gang Program: Effective FY 2010-11, the Gang Program has been moved to the General Fund as recommended by the County Auditor. There will not be a $40,000 contribution in this budget; however the County’s share of the program is reflected as net county cost in Budget Unit 227 in the General Fund. County Fire Fund: A contribution of $178,115 is recommended to maintain status quo fire protection services for the unincorporated areas. This is an increase of $2,020 compared to the prior year budget. Mosquito Abatement Program: The recommended contribution of $3,772 reflects the County’s mandated 2% portion of the countywide service benefit budget as determined by the Engineering Report. Non-Departmental Expenditures: Recurring Costs: There are several non-departmental expenditures included that are recurring costs. These include Countywide Audit, Financial Advisor and Sales Tax Recovery Services, Pajaro River Watershed and Monterey Bay Air Pollution Control District. Mosquito Abatement Assessment: As do all property owners in the service areas, the County pays an assessment for services on County-owned parcels in the general benefit Mosquito Abatement assessment area. LAFCO: Beginning in FY 2002-03, the County’s contribution to LAFCO was incorporated into this budget unit. A contribution of $70,966 is recommended, an increase of $4,413 from prior year. Contributions are based on the County’s share of the FY 2010-11 operating budget adopted by LAFCO Board. Courts-Maintenance of Effort: The contribution of $270,940 is a mandated local maintenance of effort contribution set by law under the Trial Court Realignment Act. Retiree Benefit per GASB: This appropriation has been eliminated from this budget unit and spread countywide in salaries and benefits budgets as prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in each budget unit. California First: The appropriation of $575,000 is recommended to prepare for the County’s California First Program grant award. This program allows property owners within the County to finance renewable energy and energy efficiency improvements on their properties. This expenditure is 100% grant funded. This grant revenue is recognized in Non-Departmental Revenue (BU 185).
Recommended Budget FY 2010-2011
Page 99
CMAP – (PEG Fees): An $8,500 expenditure for the Community Media Access Program is appropriated to provide PEG access programming and services for the County. Pursuant to the California Digital Infrastructure and Video Competition Act (“DIVCA”) certain channel capacity and funding is provided by State franchisees for public, educational, and government (“PEG”) access purposes. There is off-setting revenue recognized in Non-Departmental Revenue (BU 185) in the full amount. Permit Streamlining Project: Funding is appropriated for completion of overview and recommendations to improve Permit Processing and Procedures. Law Enforcement Consolidation Study: This will provide funding for initial opportunity analysis for Hollister Police Department-Sheriff’s Office Consolidation/Service contract. Cost is to be shared equally with the City of Hollister. Subsequent study if necessary will require appropriation of additional resources. Litigation Expense: Litigation expense had previously been budgeted in the County Counsel’s operating budget. While a significant portion of the litigation expenses are funded through the County’s insurance programs, there are some costs or cases that are outside the program. These are not operating costs of the County Counsel and are more appropriately reflected here as a Non-Departmental expense. REVENUES The Non-Departmental Revenues that fund the above referenced expenditures are recommended in Budget Unit 185. This budget is used for appropriations only.
Recommended Budget FY 2010-2011
Page 100
Recommended Budget FY 2010-2011
Page 101
GRAND JURY FUND 1001 – BUDGET UNIT 203 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 20102011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
0
0
0
0%
Services & Supplies
14,696
24,163
24,070
(93)
0%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
14,696
24,163
24,070
(93)
0%
0
0
0
0
0%
14,696
24,163
24,070
(93)
0%
0.00
0.00
0.00
0.00
0%
Total Appropriations
Revenues
Net County Cost
FTE SUMMARY
The budget unit does not have a Schedule of Authorized Full-Time Equivalent Positions.
Recommended Budget FY 2010-2011
Page 102
MISSION The Grand Jury is a constitutionally mandated body of citizens who volunteer and serve for a one year term. The Grand Jury serves as an independent, investigative body that monitors, examines and reports on the performance, operations and affairs of local city, county and other local governmental agencies. MAJOR SERVICES & ACTIVITIES State law requires each county to have a Grand Jury consisting of nineteen (19) citizens who are appointed by the Presiding Judge of the Superior Court. The Grand Jury is provided support by County and/or court employees. The Grand Jury seeks the legal advice of the County Counsel on civil matters and the District Attorney on criminal matters. The Grand Jury’s five (5) primary functions include: Civil Government Oversight – In order to fulfill its responsibility to review city, county and other local governmental agencies’ operations and management, the Grand Jury reviews and evaluates procedures, methods and systems used by the public entities to determine whether more efficient and economical measures can be employed. The Grand Jury is authorized to: • • •
Inspect and audit financial records; Inquire into the condition of correctional and detention centers; Inquire into any charges of willful misconduct by public officials or employees.
In order to accomplish the oversight function, committees are typically established to address specific areas such as finance, administration, services, health, education, law, justice, welfare and public safety. Citizen Complaints – Upon receipt of a citizen complaint, it is acknowledged and may be investigated by the Grand Jury as part of the civil function, regarding alleged inappropriate actions by officials, suspicions of misconduct and/or governmental inefficiencies, etc. Criminal Investigations – The Grand Jury holds hearings to determine whether evidence presented by the district attorney is of sufficient nature to warrant a person to stand trial in court. Accusations – An accusation in writing against any officer of a city, county or other local governmental agency, including any member of the governing board of a school district, for willful or corrupt misconduct in office, may be presented by the Grand Jury of the county in which the officer accused is elected or appointed. An accusation may not be presented without the concurrence of at least twelve (12) grand jurors. The result of an accusation can lead to the trial and removal of the public official from office. Reporting – Most Grand Jury oversight findings are contained in reports describing problems encountered and recommended solutions. The culmination of this process is the issuance of a formal final report th which is normally published at the conclusion of the Grand Jury’s term of service, on June 30 .
Recommended Budget FY 2010-2011
Page 103
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Not applicable to this budget unit. SERVICES & SUPPLIES – The budget presented is based on expenses that occurred in FY 2009-10. Communications (Acct 6205) reflects a 100% increase due to internet access acquired in FY 2009-10. Public and Legal Notices (Acct 6227) have been reduced by $600 based on the amount of activity in FY 2009-10. Rents & Leases (Acct 6229) reflect an increase of $30 due to probable participation in the job faire and expo. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES There are no revenues associated with this budget unit. NET COUNTY COST
$24,070
Net County Cost is $24,070. This reflects a decrease of $93 or 0.4% compared to Adopted FY 2009-10 Budget.
Recommended Budget FY 2010-2011
Page 104
Recommended Budget FY 2010-2011
Page 105
DISTRICT ATTORNEY FUND 1001 – BUDGET UNIT 206 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
1,269,752
1,338,876
1,453,714
114,838
9%
Services & Supplies
112,924
139,800
103,119
(36,681)
-26%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
1,382,676
1,478,676
1,556,833
78,157
5%
160,886
118,881
85,523
(33,358)
-28%
1,221,790
1,359,795
1,471,310
111,515
8%
12.50
13.50
12.50
(1.00)
-7%
Total Appropriations Revenues Detail on next page
Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title District Attorney District Attorney Investigator District Attorney Investigator I/II Deputy District Attorney I/II/III Administrative Services Specialist Investigative Aide Legal Secretary I/II Office Assistant I/II/III Office Assistant I/II Total Positions
Recommended Budget FY 2010-2011
Salary Range 43.1 L2 L1/L2 24.0/27.0/30.0 20.6 13.9 12.9/14.9 6.9/8.9/10.9 6.9/8.9
Actual 2008-09 1.00 2.00 0.00 5.00 1.00 1.00 1.00 1.00 1.50
Adopted 2009-10 1.00 2.00 0.00 5.00 1.00 1.00 1.00 2.50 0.00
Recomm 2010-11 1.00 0.00 2.00 5.00 1.00 0.00 1.00 2.50 0.00
Change 0.00 (2.00) 2.00 0.00 0.00 (1.00) 0.00 0.00 0.00
13.50
13.50
12.50
(1.00)
Page 106
Revenue Detail for District Attorney
Revenue Account & Description
Actual 20082009
550602
COPS Funding
11,194
17,000
12,000
-5,000
-29%
550605
Vehicle Theft
49,447
50,000
50,000
0
0%
551101
Vertical Prosecution
76,628
26,881
0
-26,881
-100%
551119
Ag/Rural Crime Prevention
0
7,500
1,000
-6,500
-87%
561803
Bad Checks
1,820
2,500
4,099
1,599
64%
562405
Cal-Met
0
4,000
2,000
-2,000
-50%
562412
Lab Serv Fees/Blood Alcohol
21,797
10,000
9,000
-1,000
-10%
570010
Reimbursable Other
0
1,000
7,424
6,424
642%
160,886
118,881
85,523
-33,358
-28%
Total Revenues
Recommended Budget FY 2010-2011
Adopted 20092010
Recomm 20102011
Increase/ Decrease
% of Change
Page 107
MISSION The mission of the San Benito County District Attorney’s Office is to represent the interests of the people in the criminal justice system by seeking the truth, protecting the innocent, holding the guilty accountable, preserving the dignity of victims and their families, and ensure that justice is done while always maintaining the highest ethical standards. MAJOR SERVICES & ACTIVITIES The activities performed by this department budget unit are state mandated. The Office of the District Attorney is defined by Government Code 26500 as the public prosecutor whose responsibility is to attend the courts and conduct all prosecutions for public offenses on behalf of the People of the State of California. The District Attorney is an officer of the County as well as an officer of the State when engaged in the prosecution or investigation of offenses defined under the law. The District Attorney serves as legal advisor to the Grand Jury and is authorized to submit evidence and seek indictments. The District Attorney employs civil proceedings in asset forfeiture matters to seek the proceeds of criminal activity. The District Attorney has instituted the Bad Check Enforcement Program to track down bad check writers and seek full restitution for the victims and to deter future offense. ACCOMPLISHMENTS FOR FY 2009-2010 •
Increased revenue in asset forfeiture by over $7,000 and the check recovery program doubled in its recovery. The asset forfeiture number does not accurately reflect an upward trend since the program had just recently been re-implemented.
•
Completed five (5) high profile murder and sexual assault matters. Three of four murder cases are set for trial before December, 2010. Strengthened child sexual assault response, training and prosecution by having a staff member trained to be an interviewer for CART (child assault response team) and by improving the skill level through training and experience of the sexual assault prosecutor.
•
Improved networking with local agencies, including, but not limited to law enforcement and Child Protective Services. The District Attorney’s Office has provided and attended trainings with other departments and continues to expand multi-disciplinary team meetings.
•
Strengthened team building efforts to improve working environment by attending management trainings and applying the knowledge to the office setting.
OBJECTIVES FOR FY 2010-2011 •
Complete four pending murder trials.
•
Develop policy regarding the Brady Discovery Statute.
•
Implement use of time study program in order to claim reimbursement revenue for welfare fraud cases.
Recommended Budget FY 2010-2011
Page 108
•
Study and develop Diversion Program with a private company for specific people on suspended drivers’ licenses. This would work in the same manner as the bad check program.
•
Update technology needs and purchase five (5) new computers and accompanying software and peripherals as needed. Replacement costs are included in the IT Capital budget.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $41,852 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $71,641. Due to the retirement of one long-term employee, this category also includes a one-time benefit payoff. The DA Investigators received a 6% salary increase and 3% at 55 retirement benefit at their own cost for PERS Safety Group members. The Deputy District Attorneys as a professional group of employees have requested to be included in the MEG bargaining group. This change eliminates overtime cost but includes eighty (80) hours of Administrative Leave for each of the five Deputy District Attorneys for a potential cost of approximately $7,688. It is recommended that upon the retirement of one investigator, that position be eliminated from the schedule of authorized positions. It is further recommended that the department be reorganized by eliminating the Investigative Aide position and creating a DA Investigator I/II position. This reorganization would result in approximately $88,400 in salary and benefits savings. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary help is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – Overall this category is reflecting a 26% decrease compared to FY 2009-10. Recommended appropriations are based on prior year projected expenses, in the areas of Books & Subscriptions, Communications, Household Expenses and Rents & Leases – Equipment, and the loss of Vertical Prosecution revenue. Computer Supplies is reduced to zero reflecting the planned technology upgrade through the IT Capital budget. Previously, witness travel expenses had been budgeted under Travel, Training & Meetings. This fiscal year, $2,000 has been moved to the more appropriate line item of Jury & Witness Expense. Expert witnesses will be utilized for upcoming murder and attempted murder trials in FY 2010-11. The Travel, Training & Meetings is recommended in the amount of $10,500 and allows for attorneys and investigative staff to attend mandated training obligations, as well as the District Attorney to attend the bi-annual DA Conference. When possible staff will commute from Hollister rather than require overnight stays. The department also takes advantage of webinars and local trainings that are offered. OTHER CHARGES – Not applicable to this budget unit.
Recommended Budget FY 2010-2011
Page 109
INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS - Not applicable to this budget unit. REVENUES Department revenues are budgeted $42,681 or 36% below prior year due to the current economy and pending unknown State budget appropriations. COPS and Vehicle Theft revenue appears to be stable at time of budget publication. Cal EMA has notified the County of its intention to extend the final date of the current Vertical Prosecution Grant from June 30, 2010 to June 30, 2011. While the current grant-funded program will be extended one year, there is no guarantee that the extension will include the allocation of any additional or new grant funds. The principal objective in extending the current grant award is to allow grantees the opportunity to expend all FY 2007-08 and FY 2009-10 funds in addition to positioning the grant award should a new funding stream arise applicable to the County’s program. Therefore, it is recommended that Vertical Prosecution revenue be eliminated from the budget as well as the corresponding expenses in the amount of $26,881 that have been decreased in Computer Supplies and Professional Services line items. Other local revenues, such as Lab Service Fees and Bad Checks reflect the local economy in that people are not paying these fines. Reimbursement for prosecutorial time associated with agricultural and methamphetamine crimes are based on actual costs incurred. These costs are difficult to project and are recommended based on prior year estimated actuals. Asset Forfeiture revenue is accounted for as unanticipated revenue due to the nature of the revenue and the length of time that is needed for actual collection. The amount collected in FY 2009-10 was $7,424 and will be accounted for in Miscellaneous Revenue. NET COUNTY COST
$1,471,310
Net County Cost is $1,471,310. This reflects an increase of $111,515 or 8% compared to Adopted FY 2009-10. This increase is a direct result of the OPEB costs combined with the 28% decrease in revenue.
Recommended Budget FY 2010-2011
Page 110
Recommended Budget FY 2010-2011
Page 111
VICTIM WITNESS FUND 2510 – BUDGET UNIT 101 – FY 2010-11 RECOMMENDED
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Salaries & Benefits
235,580
86,529
107,072
20,543
24%
Services & Supplies
2,061
1,340
5,090
3,750
280%
10,750
12,513
9,366
(3,147)
-25%
5,494
4,870
0
(4,870)
-100%
0
0
0
0
0%
Total Appropriations
253,886
105,252
121,528
16,276
15%
Revenues Detail on next page
115,837
114,508
125,788
11,280
10%
GF Contribution
150,041
0
0
0
100%
(4,078)
182
(3,896)
1.00
1.00
0.00
Fiscal Summary
Increase/ Decrease
% of Change
Appropriations:
Other Charges Interdepartmental Charges Fixed Assets
Fund Balance
(13,334)
FTE SUMMARY
2.00
0%
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title
Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
Victim Witness Program Coordinator Victim Witness Advocate I/II
22.7 Deleted
1.00 1.00
1.00 0.00
1.00 0.00
0.00 0.00
2.00
1.00
1.00
0.00
Total Positions
Recommended Budget FY 2010-2011
Page 112
Revenue Detail for Victim Witness Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Revenue Account & Description 541001
Interest
551101
Victim Witness Grant
562701
Domestic Violence Fee
575001
General Fund Contribution
Total Revenues
Recommended Budget FY 2010-2011
(445)
0
0
0
0%
108,508
108,508
119,788
108,508
10%
7,774
6,000
6,000
6,000
0%
150,041
0
0
0
0%
265,878
114,508
125,788
11,280
10%
Page 113
MISSION Using a combination of paid and non-paid volunteer staff, the Victim Witness Assistance Program provides direct services to crime victims and their family members. MAJOR SERVICES & ACTIVITIES The activities performed by the Victim Witness program are defined pursuant to State Penal Code statutes and Grant Guidelines issued by the California Emergency Management Agency. One full-time and one temporary part-time positions are available to provide all mandatory and optional services, pursuant to Program Guidelines, to crime victims and their family members in an empathetic, culturally sensitive and caring manner. Without the Victim Witness program, the criminal justice system is not equipped to meet the immediate and on-going needs of crime victims. This program serves to reduce trauma and facilitate a faster and more complete recovery from the effects of crime and its aftermath on victims and their families. ACCOMPLISHMENTS FOR FY 2009-10 At least 500 new crime victims will have received direct services during this fiscal year. At least 800 continuing contacts with these victims will have been made to insure that their immediate and on-going needs have been met. By maintaining contact with these victims it is also more likely that they will continue to cooperate with law enforcement as their cases progress through the criminal justice system. Due to the retirement of the former Victim Witness Program Coordinator in May of 2009, a savings of approximately $15,500 in salary and benefits was realized, thus allowing the new program coordinator to hire a temporary part-time person to assist in providing services to crime victims. OBJECTIVES FOR FY 2010-11 The Victim Witness Assistance Center is located within the District Attorney’s Office. This location facilitates the efficient coordination of services provided to crime victims by center staff, law enforcement personnel and other service providers. Program staff expects to provide direct services to at least 500 new victims and make at least 850 continuing contacts with these victims during FY2010-11. The majority of contacts will be made at the center or by telephone; however, field visits will be conducted when deemed necessary and appropriate by staff. Priority services will be provided to clients based on a client’s trauma-response needs, the capabilities of that client, and to victims serving as witnesses. The center’s goal is to provide a comprehensive range of services to meet the needs of crime victims. This will require on-going cooperation and coordination with law enforcement agencies and other service providers.
Recommended Budget FY 2010-2011
Page 114
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $3,247. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits. TEMPORARY/EXTRA HELP – This budget request includes $19,526 for temporary/extra help. The amount budgeted is for a Victim Advocate I position at range/step 13.8B ($17.44 per hour) at 20 hours per week for 52 weeks. This temporary part-time Victim Advocate position is 100% grant-funded and maintains current service levels to over 500 crime victims such as: • • • •
provide services in accordance with the Victim Witness Program; interview victims and witnesses of crimes; assist with restitution, assess client’s needs and make appropriate referrals to community resources and organizations; provide crisis intervention and court support, and do related work as required.
OVERTIME WAGES - Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – Due to the salary savings in FY2009-10, CalEMA, the granting agency, approved transferring appropriations from salaries to services and supplies at mid-year. The Communication line item (Acct 6205) is maintained for continued internet services and telephone system, which operates separately from the District Attorney’s system thus insuring client confidentiality. The following line items show a net 280% increase over FY 2009-10 adopted budget but that is due to the mid-year re-allocation of expenses: • • •
Membership in the California Crime Victims’ Assistance Association - $80 Office Expense - $2,350 Travel, Training & Meetings for one regional CalEMA mandatory training and mileage for staff to conduct Field visits and transport victims to and from court and DA’s office - $1,280
FY2009-10 expenditures in office supplies and furniture and equipment reflect the mid-year budget augmentation approved by the granting agency. As a result, Victim Witness was able to purchase supplies that were previously supplied by the District Attorney’s office such as paper, printer and copier toners, postage, staplers and file folders. Included in this line item are printing of brochures and cards for law enforcement staff, as well as a desk, chair, typewriter. Additionally two computers and related upgraded software was purchased. These purchases were a result of a consultation with the state’s grant representative, wherein staff was advised if the grant money allocated was not utilized the unspent allocation would be lost. OTHER CHARGES – Indirect Costs have been calculated per the CalEMA grant specifications at $7,667. This amount is $1,699 less than the County’s A-87 actual cost plan charge of $9,366. The difference will be offset by the revenue generated from the marriage license fees. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit.
Recommended Budget FY 2010-2011
Page 115
FIXED ASSETS – Not applicable to this budget unit. REVENUES The primary revenue source for this program is the State Victim Witness Grant through CalEMA. A current application has been submitted in the amount of $119,788 and is expected to be fully funded. Additional revenue is derived from a $23 allocation from each marriage license issued by the County Recorder’s Office. It is anticipated that this revenue stream will be maintained at $6,000 for FY 2010-11. OTHER FINANCIAL CONSIDERATIONS As of June 30, 2009, this fund had a $13,334 negative fund balance. By holding program costs down through continued use of temporary part-time advocate staffing, it is anticipated that this fund will end June 30, 2010 with a reduced negative fund balance of $4,078. By the end of FY 2010-11, this fund should be back to a positive fund balance, barring any unforeseen circumstances.
Recommended Budget FY 2010-2011
Page 116
Recommended Budget FY 2010-2011
Page 117
PUBLIC DEFENDER FUND 1001 – BUDGET UNIT 207 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
0
0
0
0%
Services & Supplies
954,975
932,632
1,021,132
88,500
9%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
954,975
932,632
1,021,132
88,500
9%
5,494
5,000
2,500
(2,500)
-50%
949,481
927,632
1,018,632
91,000
10%
0.00
0.00
0.00
0.00
0%
Total Appropriations
Revenues
Net County Cost
FTE SUMMARY
This budget unit does not have a Schedule of Authorized Full-Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 118
MISSION Both the federal and California constitutions guarantee every person rights, including the right to effective assistance of counsel, due process of law, equal protection privileges against self-incrimination and unreasonable searches and seizures, the right to a jury and to confront one’s accusers, and to subpoena witnesses for the defense. The San Benito County Public Defender provides fair and effective legal representation for criminal, juvenile and conservatorship clients unable to afford their own attorneys (i.e., indigent persons). MAJOR SERVICES & ACTIVITIES The activities performed by this program budget unit are state mandated; however, the Board of Supervisors has some discretion as to the level-of-service to be provided. Public Defender - San Benito County does not have a Public Defender’s Officer; instead, the Board of Supervisors contracts with a local attorney or law firm to perform its state-mandated responsibilities to provide a legal defense for indigent persons charged with a crime. Conflict Public Defender - A Conflict Public Defender is appointed by the court when there is a conflict of interest between the Public Defender and the client. Alternative indigent legal services are available and provided through appointment of an attorney who is contracted with the County. ACCOMPLISHMENTS FOR FY 2010-2011 Adjudicated approximately 1,620 cases. OBJECTIVES FOR FY 2010-2011 •
Extend the current public defender contracts to another 3 year term, maintaining the current year contractual cost.
•
Negotiate lower hourly rates with contract investigators.
•
Monitor billings and seek court establishment of a “not to exceed” cap for conflict defense costs on misdemeanor cases.
RECOMMENDED BUDGET EXPENDITURES SALARIES & BENEFITS – Not applicable to this budget unit.
Recommended Budget FY 2010-2011
Page 119
SERVICES & SUPPLIES – The expenditures for this budget unit are expected to increase based on prior year actuals. An end of year $80,000 budget augmentation was approved in June, 2010 to cover additional costs due to several major cases that commenced late FY 2009-10. There are currently seven (7) murder/attempted murder cases that are or will be on the docket for adjudication in FY 2010-11. Besides the legal costs, these cases require specialized services such as investigations and psychological and evidentiary assessments. Professional Services reflect the cost for two contracts at $521,132. The first contract is with a local law firm to perform the state mandated responsibilities to provide legal defense as a Public Defender at a cost of $376,374. The second contract is for first level conflict defense at a cost of $144,758. The current contracts were awarded a three (3) term that commenced July 1, 2008 and terminate June 30, 2010. Special Department Expense includes costs for non-contracted second level indigent defense, investigators, special counsel, and physicians as appointed by the court. This appropriation reflects an 8% increase based on the prior year actuals and the number of major cases that will require the specialized services explained above. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Revenue is derived from fees collected by the Probation Department on juvenile cases. Fees are ordered by the judge and are determined on a case by case basis. This revenue has been budgeted at $2,500, reflecting a decrease of 50% due to non-collection of fees in the prior year. This is a typical trend of the current economic environment. NET COUNTY COST
$1,018,632
Net County Cost is $1,018,632. This reflects an increase of $11,000 or 1% compared to Revised FY 200910; and $91,000 or 10% compared to Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 120
Recommended Budget FY 2010-2011
Page 121
SHERIFF-CORONER – OPERATIONS FUND 1001 – BUDGET UNIT 210 – FY 2010-11 RECOMMENDED Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Salaries & Benefits
4,319,819
4,371,383
4,469,304
97,921
2%
Services & Supplies
534,756
482,100
460,070
(22,030)
-5%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
165,387
244,984
158,606
(86,378)
-35%
Total Appropriations
5,019,962
5,098,467
5,087,980
(10,487)
0%
Revenues Detail on next page
1,221,211
1,111,902
1,213,827
101,925
9%
Net County Cost
3,798,751
3,986,565
3,874,153
(112,412)
-3%
40.00
36.50
36.50
(0.00)
-5%
Fiscal Summary
Increase/ Decrease
% of Change
Appropriations:
Fixed Assets
FTE SUMMARY
SCHEUDLE OF AUTHORIZED FULL TIME EQUIVALENT (FTE) POSITIONS Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
42.3
0.50
0.50
0.50
0.00
Undersheriff (6 months only)
L8
1.00
1.00
1.00
0.00
Lieutenant-Comm, Ops Div
L7
1.00
1.00
1.00
0.00
Sheriff's Sergeant
L2
5.00
5.00
5.00
0.00
Job Class Title Sheriff-Coroner
Deputy Sheriff
L1
26.00
23.00
23.00
0.00
Administrative Services Manager
25.6
1.00
1.00
1.00
0.00
Multi-Service Officer
20.1
1.00
1.00
1.00
0.00
17.6/20.6
1.00
0.00
0.00
0.00
12.9
1.00
1.00
1.00
0.00
Office Assistant III or Sec I/II
10.9/12.9/14.9
1.00
1.00
1.00
0.00
Sheriff's Records Specialist I/II/III
8.9/10.9/12.9
2.00
2.00
2.00
0.00
40.50
36.50
36.50
0.00
Accountant II/I Sheriff's Civil Clerk
Total Positions
Recommended Budget FY 2010-2011
Page 122
Revenue Detail for Sheriff’s Operations
Revenue Account & Description
Actual 2008-2009
Adopted 2009-2010
521602
Misc Permits - Explosives
521603
Misc Permits - Guns
521606
Misc Permits - Parades
531004
Vehicle Code - Off Hwy Fines
3,444
3,000
550107
State Aid - Off Hwy Motor Vehicle
124,236
102,000
550602
State Aid - COPS
100,037
90,000
550604
State Aid - POST
12,616
551101
State Aid - CalEMA Grant
561501
Sheriff Admin Fees
562101
Recomm 2010-2011
Increase/ Decrease
% of Change
12
40
12
-28
-70%
1,910
500
900
400
80%
200
100
0
-100
-100%
2,800
-200
-7%
100,000
-2,000
-2%
80,000
-10,000
-11%
13,000
10,000
-3,000
-23%
0
0
137,850
137,850
0%
6,718
5,500
4,000
-1,500
-27%
Deputy Services - Courts
180,779
215,000
195,000
-20,000
-9%
562102
Deputy Services - SJB
102,888
125,574
135,000
9,426
8%
562103
State Aid - AB 443 - RCCPA
189,219
125,574
125,574
0
0%
562103
Deputy Services - Other
129,505
13,000
10,000
-3,000
-23%
562105
Civil Process Fees
21,369
13,000
11,000
-2,000
-15%
570002
Miscellaneous
10,089
0
0
0
0%
570010
Reimbursable Other
108,341
99,500
117,585
18,085
18%
570014
Private Donations
1,929
0
0
0
0%
576010
Civil Debtor Fees
4,390
4,500
5,500
1,000
22%
576012
Transfers From Trust
91,980
111,651
117,000
5,349
5%
576015
Capital Improvement Impact Fees
128,549
186,963
158,606
-28,357
-15%
576016
Civil Automation Fees
3,000
3,000
3,000
0
0%
1,221,211
1,111,902
1,213,827
101,925
9%
Total Revenues
Recommended Budget FY 2010-2011
Page 123
MISSION The mission of the San Benito County Sheriff’s Office is to serve the public by establishing a partnership with the community; to protect life and property, prevent crime, and solve problems. MAJOR SERVICES & ACTIVITIES The activities performed by this budget unit are State mandated; however, the Board of Supervisors has some discretion as to the provided level of service. Operations represent a division-level command managed by a Sheriff’s Lieutenant who reports directly to the Sheriff and is assisted by five Sheriff’s Sergeants who function as team leaders. The Operations Division provides police patrol, criminal investigation and emergency law enforcement response services to the unincorporated areas of the County and under contract with the City of San Juan Bautista. The Sheriff’s Office also provides bailiff services to the Superior Court of San Benito. ACCOMPLISHMENTS FOR FY 2009-2010 •
Secured grant funding to outfit off-road vehicles with safety equipment.
•
Added second K-9 to patrol division through community support.
•
Entered into multi-agency MOU implementing a regional justice information sharing system.
OBJECTIVES FOR FY 2010-2011 •
Complete on-line reporting project.
•
Complete recruitment and fill all vacant positions within all Sheriff’s Office divisions.
•
Continue working with County administration on new Sheriffs Administration building.
•
Purchase and install the software for the automatic download system for the video equipment.
•
Work with Human Resources on new classification for position of Court Security Officer which will be funded by the State of California for the new courthouse project
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $16,886 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $172,775. The Deputy Sheriffs
Recommended Budget FY 2010-2011
Page 124
received a 6% salary increase and 3% at 55 retirement benefit at their own cost for PERS Safety Group members. It is recommended that one (1) vacant Deputy Sheriff position remain unfilled and unfunded for FY 201011. This results in a salary and benefit savings of approximately $85,800. A federal COPS grant to fund this Deputy position is currently in the application process. Should this grant be awarded, a mid-year budget augmentation will be prepared and presented to the Board. Additionally, on January 3, 2011, it is recommended that the Undersheriff position be eliminated resulting in a salary and benefit savings of approximately $110,800 for the remainder of the fiscal year. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – The budget includes $45,507 for temporary/extra help. Reserve Deputies and one (1) part-time Building & Grounds Maintenance worker is funded through this line item. Reserve Deputies assist in court bailiff duties and their pay is reimbursed by the Court. The maintenance worker wages are offset 100% through the Inmate Welfare Trust Fund as he supervises the inmate workers. OVERTIME WAGES – The budget recommends $181,867 for overtime wages in FY 2010-11. Overtime is used to cover training, vacations, investigative work, bailiff duties, special duty and daily shift debriefing. Bailiff services are reimbursed by the Court and special duty is paid by the individual needing event security. Approximately $85,000 of the cost is recovered in revenue for service reimbursement. SERVICES & SUPPLIES – Appropriations are based on FY 2009-10 estimated actual costs as well as taking additional reductions in an effort to reduce the impact on the net county cost. The largest increase is reflected in Computer Supplies, which includes a one-time $7,000 expense for video-download software. This software will allow the in-car video footage to be uploaded automatically instead of having to manually bring the video card from the patrol card into the building. This expense will be offset with the California Law Enforcement Equipment Hi-Tech Program Funds which has an available balance of $7,981.26. Professional Services in the amount of $38,200 includes the San Benito County Office of Education contract to cover the fingerprinting, back ground checks and staff time associated with civilian fingerprinting. There is Fingerprint ID revenue to offset this cost. Special Department Expense is used for any items needed for marijuana eradication and drug enforcement in the Drug Enforcement Agency’s CAMP (Campaign Against Marijuana Planting). This line item also includes materials and equipment for the Fair, National Night, Neighborhood Watch, Kids ‘n Park, school visits and K-9. The budget unit received $20,000 of federal money to help offset this cost. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS – Historically, the Sheriff has replaced four (4) police interceptor vehicles per fiscal year. This fiscal year, two Dodge Charger police interceptors are budgeted to replace two Ford Crown Victoria’s with mileage exceeding 80,000 miles. Additionally, a Chevrolet Silverado has been budgeted to replace the vehicle used to patrol South County. The total amount of $158,606 also includes the third and final lease payment on two (2) Crown Victoria’s leased in FY 2008-09 through the Ford Municipal Leasing Program.
Recommended Budget FY 2010-2011
Page 125
REVENUES Revenue for FY 2010-11 reflects an increase of 9% over that Adopted FY 2009-10 and revenue projections are based on prior year history. Revenue also reflects a two year grant award through California Emergency Management Agency offsetting the salary and benefits of one (1) UNET detective. Additionally, recovery money also helps to fund a second UNET detective. Twenty-six percent (26%) of the departmental revenue is State Aid. These revenue sources have been budgeted conservatively based on prior year receipts. Pending state budget actions may impact these revenues, which may necessitate adjustments at mid-year. The largest decrease (27%) is reflected under Reimbursement Other. This line item historically is cost reimbursement from the San Benito High School District and San Benito County Office of Education for the School Resource Officers only. In FY 2009-10 this line item also included insurance reimbursement for two (2) vehicles which skews the actual line item change between fiscal years. Miscellaneous transfers from trusts include the following as they are tied directly to services and supplies appropriations: Crime Prevention CAMP Explorers Fingerprint Identix Inmate Welfare Law Enforcement Equip TOTAL NET COUNTY COST
$3,000 $20,000 $2,000 $30,000 $35,000 $20,000 $7,000 $117,000 $3,874,153
Net County Cost is $3,874,153. This reflects a decrease of $112,412 or 3% compared to Adopted FY 200910. This decrease is directly related to the 9% increase in revenues and the salary savings for the unfunded Deputy Sheriff position, elimination of the Undersheriff position at mid-year, and the retirement of the current Sheriff. PENDING FACTORS Justification and authorization for use of Impact Fees are subject to approval of County Counsel and County Auditor, prior to use of funds. It is recommended that prior to purchase and/or lease payments of the Vehicles, the Sheriff receive approval in the form of an analysis report or independent study to be submitted to the County Auditor and County Counsel justifying use of impact fees for these purchases and the final lease payment. A federal COPS grant is currently in the application process which if awarded, will allow the Sheriff to fully fund the vacant Deputy Sheriff position.
Recommended Budget FY 2010-2011
Page 126
Discussion continues at the State level regarding funding that affects several funding streams within the Sheriff’s organization. These are, COPS, AB-443 Rural & Small County Sheriff’s funding, Cal-MMET and Rural Crime grant funding and Juvenile Justice Crime Prevention Act (JJCPA) funding for Probation. State grant-funded law enforcement programs were previously approved for funding through Vehicle License Fees (VLF). This fund source, unlike the state general fund, is contingent upon generated revenue. As fees were paid into the fund, a specified percentage was allocated to the 2008-2009 and 2009-2010 state fiscal years in support of these programs. The Governor’s current budget proposes to change the funding stream from VLF to General Fund. Current discussion centers around whether to, 1) keep funding through General Fund, 2) extend the VLF sunset date allowing funding to continue through this source or worst case scenario, 3) no longer fund these programs, which at this time is not a plausible solution for either the State or the Sheriff’s Association.
Recommended Budget FY 2010-2011
Page 127
Recommended Budget FY 2010-2011
Page 128
911 COMMUNICATION CENTER FUND 1001 – BUDGET UNIT 212 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations
1,471,109 166,576 0 0 0 1,637,685
1,440,931 184,900 0 0 0 1,625,831
1,433,336 159,680 0 0 0 1,593,016
(7,595) (25,220) 0 0 0 (32,815)
-1% -14% 0% 0% 100% -2%
Revenues Detail on next page
1,027,832
1,096,651
1,102,556
5,905
1%
609,853
529,180
490,460
(38,720)
-7%
19.50
17.50
15.50
(2.00)
-11%
Net County Cost FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Communications Manager Emergency Services Specialist Communications Dispatcher III 911 Systems Coordinator Communications Dispatcher I/II Sheriff’s Records Specialist I/II Total Positions
Recommended Budget FY 2010-2011
Salary Range 27.6 22.8 21.4 19.4 15.4/19.4 8.9/10.9
Actual 2008-09 1.00 0.50 4.00 1.00 12.00 1.00
Adopted 2009-10 1.00 0.50 4.00 1.00 10.00 1.00
Recomm 2010-11 1.00 0.50 4.00 1.00 9.00 0.00
Change 0.00 0.00 0.00 0.00 (1.00) (1.00)
19.50
17.50
15.50
(2.00)
Page 129
Revenue Detail for Communications Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Revenue Account & Description 550604
State Training Aid - POST
11,150
12,000
10,000
(2,000)
-17%
550701
State Aid 911 Reimbursement
15,424
12,000
8,000
(4,000)
-33%
561501
Administrative Services
71,018
0
0
0
0%
561601
Communications S/C - Cities
930,240
1,007,485
1,012,255
4,770
0%
561602
Communications S/C - EMS
0
65,166
72,301
7,135
11%
1,027,832
1,096,651
1,102,556
5,905
1%
Total Revenues
Recommended Budget FY 2010-2011
Page 130
MISSION The mission of the Sheriff's Communications Division is to serve as the critical link between the citizens and public safety agencies of San Benito County. The Division is committed to serve as that critical link with the highest standards of integrity, and sustain an efficient, effective, and courteous manner to acquire and disseminate information needed to protect life, property, and the environment. In carrying out this mission, the Division recognizes that “service” is its one and only product and it shares a common, ongoing goal to provide “it” at the most superior level possible. MAJOR SERVICES & ACTIVITIES The activities performed by this program budget unit are state mandated; however, the Board of Supervisors has some discretion as to the level-of-service to be provided. The major services, or primary duties, of the Emergency Communications Division are to act as the Public Safety Answering Point (PSAP) for the entire County of San Benito. The division is housed in a centralized facility that is responsible for answering all countywide calls for service, both emergency and nonemergency, and dispatching proper equipment and personnel to the scene. Dispatchers are the responsible participants who play a key role in the County's E-911 Network, and they strive to meet the demand for professional promptness and efficiency which the system requires to function. Dispatchers recognize that their strength and success are tied directly to the individual and the unique contributions of each of them working in a spirit of cooperation and teamwork. The ultimate goal is to serve the public, and to dispatch public safety personnel in a prompt, efficient, courteous and professional manner; to help save lives, protect property, and assist the public; making San Benito County a safer community in which to live, work, and visit. ACCOMPLISHMENTS FOR FY 2009-2010 •
Installed Mobile Data Computers in the Sheriff’s vehicles and integrated them with the Records Management Systems and Computer Aided Dispatch system.
•
Red Project – Communications Department took over the call load from all 5 wireless carriers in 18 sectors that were previously routed to the California Highway Patrol Dispatch Center.
•
Planned and facilitated the department’s participation in the Coplink regional law enforcement data sharing project.
•
Planned and facilitated the Online Reporting project for the Sheriff’s Department.
•
Completed DOJ compliance requirements within the department, and all other agencies and their employees who participate in the use of the County system and/or its information.
Recommended Budget FY 2010-2011
Page 131
OBJECTIVES FOR FY 2010-2011 •
Install new recording system that is NGEN (Next generation) compliant. (This item is budgeted in Capital Outlay Budget under IT Project.)
•
Coplink- Implement the Regional Law Enforcement Data Sharing Project funded by Homeland Security Funds.
•
Implement online reporting system for “cold reporting” and install five (5) additional Mobile Data Terminals in the Sheriff’s patrol vehicles funded by Homeland Security Funds.
•
Facilitate the integration of the county base map to the Enterprise version so all county and city agencies are using the same map. This will reduce errors between departments, provide a better addressing service for customers, as well as provide accurate emergency response.
•
Maintain 100% compliance with POST.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $11,468 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $93,385. In lieu of furlough days, Communication’s staff negotiated suspension of holiday pay for an estimated savings of $36,615 and related accrual of mandatory benefits. It is recommended that one (1) vacant Communications Dispatcher II position be deleted. This results in a salary and benefit savings of approximately $80,000. It is further recommended that the filled Records Specialist II position be deleted effective September 1, 2010 for a salary and benefit savings of approximately $38,800. NEW POSITIONS - No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - Funding for temporary or extra help is not recommended in FY 2010-11. OVERTIME WAGES - The budget includes $30,000 for overtime wages in FY 2010-11. The overtime is recommended to backfill for absences resulting from mandatory training of regular staff, illness and vacation must be backfilled to stay in compliance with POST regulations and insure that minimum staffing levels are maintained at all times for the safety of the citizens and user agencies. SERVICES & SUPPLIES – Overall services and supplies are decreased by $25,220 or 14.1%. There is a decrease of $2,000 (14.1%), in Communications that reflects prior year actual expenditures, a decrease in Computers of $10,500 (41.2%) because no need for computers in this fiscal year, and a decrease in Household Expenses of $900 (37.5%) that reflect prior year actual expenditures. Office Expense reflects a
Recommended Budget FY 2010-2011
Page 132
decrease of $2,000 (16.7%), and Travel and Training reflects a decrease of $6,000 (30%) based on current 911 dispatcher positions. There is also a decrease in Professional Services of $1,300 (32.5%) with the balance to be used for outside technical assistance when required. The Special Department Expense has been decreased by $2,000 and is a contingency for unexpected repairs. The Utilities line item reflects a decrease of $8,000 (24%) for their utility costs. The IT Division houses the NOC Equipment at the Communications Center which supports countywide service and is more appropriately funded by the IT budget. Maintenance of Equipment increased due to annual $6,480 (11.9%) maintenance fee for the 911 CAD System and Maintenance of Structure and Grounds is up by $1,000 or 50% for minor maintenance and repairs. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – No new fixed assets are recommended in this budget unit for FY 2010-11. The replacement of a 911 voice recording system that meets NGEN (Next generation) compliance was requested in this budget unit, but has been recommended in the Capital Outlay Project - IT Project in the amount of $34,300. REVENUES Primary revenues are generated from the Cities of Hollister and San Juan Bautista and a contribution from American Medical Response (AMR) for their portion of the shared costs for EMS at the 911 center. For the cities, the formula is based on the census figures provided by the State Department of Finance, while AME is billed on call volume. Per the contract, the cities and EMS are billed on the actual cost of services a year in arrears. Communications also expects reimbursements of over $10,000 from the State for the assigned duties of the systems analyst position and the reimbursable phone lines, as well as $8,000 for POST training reimbursements. NET COUNTY COST
$490,443
Net County Cost is $490,443. This reflects an overall decrease of $38,737 or 7% compared to Adopted FY 2009-10. PENDING FACTORS A cost/benefit analysis is being conducted to evaluate the option of joining the Santa Cruz County Regional 911 System as an alternative to continue to maintain a stand-alone operation. This study will be completed within the next few months and will be brought to the Board of Supervisors and our local partnering agencies for consideration.
Recommended Budget FY 2010-2011
Page 133
Recommended Budget FY 2010-2011
Page 134
CORRECTIONS (JAIL) FUND 1001 – BUDGET UNIT 220 - FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
2,808,748
2,737,884
2,740,126
2,242
0%
Services & Supplies
1,505,579
1,467,870
1,436,895
(30,975)
-2%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
5,541
17,067
0
(17,067)
-100%
4,319,868
4,222,821
4,177,021
(45,800)
-1%
453,980
518,562
482,254
(36,308)
-7%
3,865,888
3,704,259
3,694,767
(9,492)
0%
32.50
30.50
27.50
(3.00)
-10%
Fixed Assets Total Appropriations Revenues Detail on next page
Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Actual Adopted Recomm Job Class Title Salary Range 2008-09 2009-10 2010-11 Sheriff-Coroner 42.3 0.50 0.50 0.50 Lieutenant - Commander, Corrections L6 1.00 1.00 1.00 Sheriff's Inmate Program Manager 27.5 1.00 1.00 0.00 Correctional Sergeant 24.1 4.00 4.00 4.00 Correctional Officer I/II/III 17.1/19.1/21.1 4.00 3.00 3.00 Correctional Officer I/II 17.1/19.1 19.00 19.00 17.00 Bldg & Grounds Maint Worker I/II 12.9/14.9 1.00 1.00 1.00 Secretary I/II 12.9/14.9 1.00 1.00 1.00 Office Assistant III or Secretary I 10.9/12.9 1.00 0.00 0.00 Total Positions
Recommended Budget FY 2010-2011
32.50
30.50
27.50
Change 0.00 0.00 (1.00) 0.00 0.00 (2.00) 0.00 0.00 0.00 (3.00)
Page 135
Revenue Detail for Corrections (Jail) Revenue Account & Description 531500
Criminal Justice Facility Fee Transfer
550601
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
106,799
66,000
60,000
-6,000
-9%
State Aid - Daily Jail
14,193
25,000
25,000
0
0%
550602
COPS Funding
11,869
16,930
12,700
-4,230
-25%
550604
State Aid - Officer Training
21,282
19,005
15,515
-3,490
-18%
550611
Federal Reimbursement - SCAAP
97,341
98,000
98,000
0
0%
551101
State Aid - AB 443 (RCCPA '01)
186,212
187,239
187,239
0
0%
562103
Deputy Services - Rally Cost
6,077
0
0
0
0%
562104
Sheriff Booking Fees
29,081
29,081
22,000
-7,081
-24%
562201
Work Alternative Program Fee
12,444
12,500
12,500
0
0%
562202
Work Furlough Program Fee
3,800
5,000
2,500
-2,500
-50%
562203
Inmate Medical Fee
0
1,000
800
-200
-20%
562204
Institution & Care of Inmates
71,227
116,932
100,000
-16,932
-14%
570010
Misc Reimbursable Revenue
454
0
0
0
0%
576012
Trust Transfer - Social Security
0
7,875
6,000
-1,875
-24%
560,779
584,562
542,254
-42,308
-7%
Total Revenues
Recommended Budget FY 2010-2011
Page 136
MISSION The mission of the Corrections Division is derived from the following philosophy, values, and beliefs: •
To provide correctional services that are fair, impartial, effective and in compliance with California jail standards.
•
The Correctional staff exercises the authority with which they are entrusted with sensitivity and discretion.
•
Inmate programs are provided to assist them in becoming responsible citizens upon release. Programs include: education (GED), anger management, alcohol and drug counseling and religious services.
MAJOR SERVICES & ACTIVITIES The Sheriff’s Corrections Bureau operates the San Benito County Jail by providing incarceration as a deterrent to the commission of crime and to prevent the offender’s ability to commit further crimes against society. A clean, safe, non-threatening environment for housing criminal offenders who are either pretrial or sentenced to the custody of the Sheriff is provided. Provisions are made for necessary levels of security to ensure the safety of staff, inmates, and the community. ACCOMPLISHMENTS FOR FY 2009-2010 •
Implemented two (2) work programs for inmates working towards food service, retail business and food safety certification.
•
Transitioned Correctional Officers to PC 830.1 Sheriff’s Correctional Deputies.
•
Met all training requirements as mandated by the Board of Corrections & passed inspection by said board.
•
Continued to maintain officer safety and inmate safety with an increasingly violent inmate population.
•
Passed health inspection which included sanitation of the facility and inmate safety practices as required by Title XV.
•
Passed Grand Jury and Fire Department inspections as mandated by the State of California.
•
Continued education for inmates working towards GED.
•
Implemented in-house staff training for Crisis Intervention, Firearms Training, and Chemical Agents Training.
Recommended Budget FY 2010-2011
Page 137
OBJECTIVES FOR FY 2010-2011 •
Implement Cal-Photo to allow access to DMV photos to use for visitor identification and for the Sheriff’s Office Clets System.
•
Implement Drug & Alcohol Program that is Court & Probation approved to count toward domestic violence court ordered program.
•
Maintain adherence to requirements of the San Benito County Health Department.
•
Maintain a high level of officer and inmate safety by continuing to attend training as mandated by the Board of Corrections.
•
Continue to provide service as expected by the citizens of San Benito County.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $10,616 and related accrual of mandatory benefits for noncorrectional officer staff. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $127,772. In lieu of furlough days, the Corrections Officers negotiated suspension of 2.5% of Holiday Pay for an estimated savings of $35,225 and related accrual of mandatory benefits. The Correction Officers also received a 3% at 55 retirement benefit at their own cost for PERS Safety Group members. It is recommended that three (3) positions be eliminated from the schedule of authorized positions, effective October 1, 2010. The salary savings for two Correctional Officer’s is approximately $160,000, and the savings for one Inmate Program Manager is $126,000. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – The budget includes $50,048 for overtime wages in FY 2010-11. The Board of Corrections has required that each shift have a minimum of four (4) officers. Each officer is required to receive twenty-four (24) hours of training each fiscal year. Overtime is used to cover shifts when officers are in training or on leave. SERVICES & SUPPLIES – These appropriations are based on estimated actual FY 2009-10 expenditures. The increase in Computer Supplies reflects an increase in the maintenance cost for the Jail Records Management System of $1,500 or 9.7%.
Recommended Budget FY 2010-2011
Page 138
Professional Services includes both contracted and non-contracted services. Inmate medical care is contracted through California Forensic Medical Group (CFMG) and makes up 88% of this total appropriation. Although the Adopted compared to Projected is $47,000 higher, compared to prior year adopted, it is $5,600 less. The CFMG contract includes a 2.81% increase pursuant to the medical CPI for the San Francisco-Oakland Region plus approximately $4,500 for HIV medications. Inmate mental health services, contracted through the Behavioral Health Department in the amount of $11,000 are also included herein. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Revenue for this budget unit reflects a 7% decrease from prior year adopted. State funding for Daily Jail Rate, COPS, Officer Training and AB443 comprises 50% of the budgeted revenue and has been estimated conservatively at $7,729 less than prior year. The Criminal Justice Facility Fee transfer has been reduced by 9% per County Auditor. Sheriff’s Work Furlough Program reflects a 50% decrease from prior year adopted, reflecting the changing dynamics of the inmate population wherein the sentence does not permit work release. Institution & Care of Inmates Revenue is reduced by 14.5% compared to FY 2009-10. Inmate welfare is governed by Penal Code §4025 wherein any profits from the commissary store and commission received from the inmate telephone shall be deposited in an inmate welfare fund and kept in the Treasury of the County. The money deposited in this fund is expended by the Sheriff for the primary benefit, education and welfare of the inmates confined within the jail. Revenue averages approximately $5,000 per month. $100,000 has been budgeted as a transfer in from the Institution & Care of Inmates trust fund to offset anticipated expenses for maintenance of building and grounds, inmate and alcohol drug treatment, anger management and other inmate services. NET COUNTY COST
$3,694,767
Net County Cost is $3,694,767. This reflects a decrease of $9,492 compared to Adopted FY 2009-10 and is primarily due to the recommended lay-offs.
Recommended Budget FY 2010-2011
Page 139
Recommended Budget FY 2010-2011
Page 140
OFFICE OF EMERGENCY SERVICES FUND 1001 – BUDGET UNIT 263 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
111,829
156,964
144,000
(12,964)
-8%
Services & Supplies
321,282
224,550
237,550
13,000
6%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
40,481
0
0
0
0%
Total Appropriations
473,592
381,514
381,550
36
0%
Revenues
383,542
328,706
356,001
27,295
8%
90,050
52,808
25,549
(27,259)
-52%
1.50
1.50
1.50
0.00
0%
Fixed Assets
Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
Emergency Services Manager
27.6
1.00
1.00
1.00
0.00
Emergency Services Specialist
22.8
0.50
0.50
0.50
0.00
1.50
1.50
1.50
0.00
Job Class Title
Total Positions
Recommended Budget FY 2010-2011
Page 141
MISSION The Office of Emergency Services (OES) mission is to ensure that San Benito County is ready and able to mitigate against, prepare for, respond to, and recover from the effects of emergencies that threaten lives, property, and the environment. OES coordinates the activities of all county agencies relating to preparation and implementation of the County Emergency Management Plan. OES also coordinates the response efforts for city agencies to ensure maximum effect with minimum overlap and confusion. Additionally, OES coordinates the integration of state resources into local response and recovery operations. OES accomplishes this mission through programs and outreach efforts that assist county and city governments in their emergency management efforts. MAJOR SERVICES & ACTIVITIES The activities performed by this program budget unit are state mandated; however, the Board of Supervisors has some discretion as to the level-of-service to be provided. Disaster/Emergency Management: This division performs services that address each of the four principal areas of disaster and emergency management. The first two are ongoing; the last two services are activated in the event of a major disaster or emergency.
Emergency Planning and Preparedness Mitigation Response to Disasters/Emergencies Recovery from Disasters/Emergencies
The Office of Emergency Services is responsible to initiate and coordinate disaster and emergency planning, preparation, response, mitigation and recovery operations within the county. To accomplish this task, the office works with County departments, jurisdictions, special districts and emergency response personnel to develop and coordinate emergency response plans. As the lead agency of the San Benito County Operational Area, this agency strives to coordinate a countywide response. In addition, OES is the lead agency for grant procurement and administration of the Homeland Security Grant (HSGP) and Emergency Management Performance Grant (EMPG). ACCOMPLISHMENTS FOR FY 2009-2010 •
Completed Emergency Management Plan (EMP).
•
Conducted countywide Improvised Explosive Device (IED) training and functional exercise.
•
Participated in the Urban Area Security Initiative (UASI) Regional Catastrophic Grant Program (RCPGP) project to develop Regional & Local catastrophic emergency response plans including: Mass Care & Sheltering, Debris Removal, Volunteer Management, Mass Fatality and Mass Transportation & Evacuation.
Recommended Budget FY 2010-2011
Page 142
•
Completed 90% of the Hazard Mitigation Grant Project which will meet the requirements identified in the Disaster Mitigation Act of 2002.
•
Assisted in the development of the Equine Evacuation & Assistance Unit.
OBJECTIVES FOR FY 2010-2011 •
Provide additional training to Operational Area stakeholders.
•
Coordinate/participate in EOC tabletop exercise.
•
Continued participation in the Regional Catastrophic Preparedness Grant Program (RCPGP) to develop project areas such as Debris Removal, Mass Transportation/Evacuation, Mass Fatality, Mass Care and Sheltering, Mass Care and Sheltering for Special Needs Populations, Volunteer Management and Grant Management.
•
Apply for additional grant funding made available to the County.
•
Complete the update of the Emergency Management Plan by incorporating the Regional Catastrophic Planning Grant Program (RCPGP) Local Mass Care & Sheltering, Debris Removal, Volunteer Management, Mass Fatality and Mass Transportation & Evacuation plans as Annexes.
•
Assist departments with development of Standardized Operational Procedures (SOP’s) as they pertain to Emergency Mitigation, Planning, Response and Recovery efforts.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $6,176 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $8,526. NEW POSITIONS - No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – Services and supplies remain at the same levels or less with the exception of Special Department Expense. Reflected is a decrease in Communications of $150 (13.6%) due to the cancellation of one subscription service and the addition of an air card. There is also a decrease in Food of $350 (100%), because there is no need to provide for a large training event in the upcoming year. Travel, Training & Meetings has been reduced by $1,500 and recommended at $2,500. Special Department Expense reflects an increase of $15,000 (7%) for a total of $230,000 to cover Homeland Security Grant FY08 and FY09 awards to be expended in this fiscal year. Appropriations for the expenditures were
Recommended Budget FY 2010-2011
Page 143
previously approved by the Board of Supervisors and include appropriations for Mobile Data Terminals for the Sheriff’s Vehicles, small equipment (radios, etc.) for the Mobile Command Vehicle, training and IT projects. Expenses will be completely funded with the Homeland Security Grant funds. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES The revenues expected are derived from two grant funding sources. Revenues included are the Emergency Management Performance Grant (EMPG) and the Homeland Security Grants Program (HSGP). Funding from EMPG has increased by $39,155 or 46% due to a new allocation formula developed by the State. In addition, funding from HSGP is available from federal grants in FY 2008-09 and FY 2009-10 to be used for administration, training and equipment needs. This department also anticipates an HSGP allocation for FY 2010-11, but as of this date, has not been awarded the funding. Once the funding is awarded, staff will bring this item back to the Board of Supervisors for approval and appropriation. NET COUNTY COST
$25,549
Net County Cost is $25,549. This reflects a decrease of $27,259 or 52% compared to Adopted FY 2009-10. This decrease is primarily due to increased revenue of the Emergency Management Performance Grant which will fund a portion of costs previously borne by the General Fund.
Recommended Budget FY 2010-2011
Page 144
Recommended Budget FY 2010-2011
Page 145
CORONER FUND 1001 – BUDGET UNIT 261 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
0
0
0
0%
Services & Supplies
56,167
50,260
50,100
(160)
0%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
56,167
50,260
50,100
(160)
0%
1,010
500
500
0
0%
55,157
49,760
49,600
(160)
0%
0.00
0.00
0.00
0.00
0%
Total Appropriations Revenues Net County Cost FTE SUMMARY
This budget unit does not have a Schedule of Authorized Full-Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 146
MISSION The San Benito County Coroner’s mission is to respectfully provide professional, accurate and timely death investigation services to all residents of San Benito County while complying with applicable California statutes. MAJOR SERVICES & ACTIVITIES The Sheriff-Coroner is a consolidated elected office for a four (4) year term. Legal Requirements – California law requires the Medical Examiner/Coroner to investigate deaths that occur from unknown causes or under suspicious or violent circumstances. These include, but are not limited to: suspected or known homicides, suicides and accidents; substance abuse; deaths occurring either in jail or police custody; deaths in which the deceased was not attended by a physician twenty (20) days prior to dying; and deaths of unidentified persons. Investigations – Deputy Sheriffs take initial reports of death from reporting parties and initiate death investigations. Forensic Services – The County does not have a forensics laboratory. The Coroner out sources work to private facilities to perform necessary pathological and toxicological testing. Monterey County Coroner’s Office is contracted to perform autopsy services. RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Not applicable to this budget unit. SERVICES & SUPPLIES – The largest appropriation recommended for this budget unit is reflected in Medical/Dental/Lab Expense and Professional Services for a combined total of $49,200. Medical/Dental/Lab Expense is the annual cost for toxicology services and Professional Services reflects the cost of autopsies which are performed by the Monterey County Coroner’s Office. All other Services & Supplies line items have been adjusted downward to reflect prior year actual expenditures and to offset the increased cost of autopsies performed. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Revenues are generated from coroner reports released to families, insurance companies and investigators and are anticipated in the amount of $500 for FY 2010-11.
Recommended Budget FY 2010-2011
Page 147
NET COUNTY COST
$49,600
Net County Cost is $49,600. This reflects a decrease of $160 or .32% compared to Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 148
Recommended Budget FY 2010-2011
Page 149
UNET FUND 1001 – BUDGET UNIT 214 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
56,045
54,319
62,137
7,818
14%
Services & Supplies
82,934
91,682
85,200
(6,482)
-7%
0
0
0
0
0%
2,746
2,747
0
(2,747)
-100%
169
0
0
0
0%
Total Appropriations
141,894
148,748
147,337
(1,411)
-1%
Revenues
118,440
148,748
147,337
(1,411)
-1%
23,454
0
0
0
0%
1.00
1.00
1.00
0.00
0%
Other Charges Interdepartmental Charges Fixed Assets
Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS
Job Class Title
Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
Office Assistant III or Secretary I/II
10.9/12.9/14.9
1.00
1.00
1.00
0.00
1.00
1.00
1.00
0.00
Total Positions
Recommended Budget FY 2010-2011
Page 150
MISSION UNET’s mission is to coordinate the efforts of various inter-county agencies in the enforcement of laws against the use, sale and importation of illegal drugs. MAJOR SERVICES & ACTIVITIES The UNET team is comprised of personnel from six (6) participating law enforcement agencies who have jurisdiction in San Benito and southern Santa Clara Counties. Activities of the UNET team are supervised by a senior agent from the State Bureau of Narcotics Enforcement with the Sheriff’s Department serving as lead agency and providing administrative support. ACCOMPLISHMENTS FOR FY 2009-2010 •
Seized 1,552.3.grams of methamphetamine; 34 lbs processed marijuana, 87,518 marijuana plants, 579.65 grams of cocaine and 1500 Vicodan tablets.
•
Seized five (5) firearms and $10,299 in U.S. currency.
•
Assisted in the arrest of one gang member who was federally indicted for distribution and sale of methamphetamine. Four (4) others are pending indictment.
OBJECTIVES FOR FY 2010-2011 •
Reduce illegal activities of targeted offenders through law enforcement, prosecution and probation efforts.
•
Conduct random searches of the targeted population to discourage drug use.
•
Conduct criminal investigations leading to the identification, arrest and prosecution of streetlevel dealers.
•
Disrupt drug manufacturing activities by dismantling drub labs and seizing assets, weapons, and other controlled substances.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include negotiated furlough days for a savings of $2,154 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $5,230.
Recommended Budget FY 2010-2011
Page 151
NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – This budget includes $2,302 for overtime wages in FY 2010-11 and is based on the average annual amount from prior years. When compensatory time is taken, it is paid from this line item. There is one clerical position in this budget unit and often times following a large “bust” or during State audits compensatory time is accrued. SERVICES & SUPPLIES – The recommended service and supply appropriations are based on FY 2009-10 projections. Communications includes several pieces of investigative equipment. This line item reflects a 28% reduction as expenses are shared with the Cal-MMET detective which is funded through the Sheriff’s State Grants (BU 215). Travel, Training & Meetings is reduced by $4,000 but does allow all narcotic detectives to attend specialized training which helps to offset training costs in the Sheriff’s Operations budget. Increases in Maintenance of Equipment and Utilities are based on prior year projections in addition to inflationary increases. Rent of Equipment reflects a full year cost of copier rental. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit in this fiscal year as this program has been moved to the General Fund. This line item reflects a decrease of $2,747 for cost plan charges which will not be applied effective July 1, 2010. FIXED ASSETS – Not applicable to this budget unit. REVENUES Federal funding which comes through the State of California Office of Emergency Services Anti-Drug Abuse program is the primary funding source for this program. The Sheriff allocates AB 443 – Rural and Small County Sheriff’s funding to balance the budget unit. NET COUNTY COST
$0
There is no net count cost associated with this program. In previous fiscal years, the UNET program was budgeted in Fund 2515. It is recommended by the County Auditor that this program is more appropriately accounted for in the General Fund because it does not meet the definition of a Special Revenue Fund.
Recommended Budget FY 2010-2011
Page 152
Recommended Budget FY 2010-2011
Page 153
DRUG ABUSE & RURAL CRIME GRANTS FUND 1001 – BUDGET UNIT 215 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
223,749
279,117
277,370
(1,747)
-1%
Services & Supplies
19,759
60,871
73,255
12,384
20%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
243,508
339,988
350,625
10,637
3%
Revenues
257,148
339,988
350,625
10,637
3%
Net County Cost
(13,640)
0
0
0
0%
1.00
2.00
2.00
0.00
0%
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Deputy Sheriff - Agricultural Crime Deputy Sheriff - Cal-MMET Total Positions
Recommended Budget FY 2010-2011
Salary Range L1 L1
Actual 2008-09 1.00 1.00
Adopted 2009-10 1.00 1.00
Recomm 2010-11 1.00 1.00
Change 0.00 0.00
2.000
2.000
2.00
0.00
Page 154
MISSION The mission of these two programs is to coordinate the efforts of various inter-county agencies in the enforcement of laws against the use, sale, and importation of illegal drugs and crimes against property owners in the agriculture business. MAJOR SERVICES & ACTIVITIES Cal-MMET San Benito County has recognized that methamphetamine abuse in the County is an escalating problem requiring serious attention. The majority of the project’s budget provides the salary and related costs for one detective. This detective helps meet the project’s objectives to spearhead methamphetamine investigations. The project’s budget provides the salary and related costs for one detective. Agricultural – Central Coast Rural Crime Prevention (CCRCP) th San Benito County agricultural commodities are valued at $262 million and rank 27 in production value for the State of California. Agricultural crime, particularly theft, is a persistent problem in rural areas. The theft of crops, tractors, equipment, flowers, etc has led to an estimated annual loss of $30 million to California farmers. In 2005, the Sheriff’s Office, District Attorney and Agricultural Commissioner joined the Agricultural Crime Technology Information and Operations Network (ACTION), a federally funded program that offers technological support to participating California jurisdictions to improve the prevention, detection, arrest and prosecution of agricultural related crimes. ACCOMPLISHMENTS FOR FY 2009-2010 •
Initiated nineteen (19) methamphetamine related investigations, three of which focused on drug trafficking organizations.
•
Assisted Bureau of Narcotic Enforcement and San Jose Regional Office and Drug Enforcement Administration with the investigation of a methamphetamine drug trafficking organization resulting in the arrest of fourteen (14) individuals.
OBJECTIVES FOR FY 2010-2011 •
Dismantle trafficking by breaking up regional channels of distribution of methamphetamine.
•
Conduct probation searches on those with prior methamphetamine convictions.
•
Focus on the safety and well being of children by coordinating activities to ensure that the child’s needs are not overlooked; assist children who have been endangered by exposure to illicit drug environments and associated hazardous lifestyle.
Recommended Budget FY 2010-2011
Page 155
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $9,530. The Deputy Sheriffs received a 6% salary increase and 3% @ 55 retirement benefits at their own cost for PERS Safety Group members. Two Deputy Sheriff positions are funded through these two grant programs. One FTE is dedicated to the California Multi-Jurisdictional Methamphetamine Enforcement Team (Cal-MMET) and one FTE is dedicated to the Agricultural Crime program. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is recommended at $22,824 in FY 2010-11. This appropriation represents additional investigative time as needed, and is based on an average of 15 hours per month for each grant. SERVICES & SUPPLIES – Appropriations under this object level reflect projected expenses for both Agricultural Crime grant and Cal-MMET. Line item detailed budgets are submitted on the State budget forms for approval by the County Board of Supervisors as well as the State Office of Emergency Services. For tracking purposes, the Service & Supplies Expenses are separated by grant under Professional Services. The line item detail is as follows: AG CRIME
Cal MMET
$10,935
$-
550
2,500
Computer Equipment
1,000
-
Communications
2,500
2,170
-
3,000
Office Expense
1,500
1,600
Maintenance of Equipment
5,000
5,000
Rent Structures
2,250
2,250
Training
3,000
5,000
10,000
15,000
$36,735
$36,520
Ag Supplies Clothing & Safety
Medical/Dental/Lab
Special Departmental Expense TOTAL:
Recommended Budget FY 2010-2011
Page 156
Agricultural Supplies includes tracking equipment and a satellite phone that receives reception in areas that cell phones do not. Special Department Expenses are investigative supplies that are specific to each grant area. At time of budget publication the FY 2010-11 grant allocations were not known. Once the grant letter is received, the budget will be amended to reflect the grant award. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit in this fiscal year as this program has been moved to the General Fund. This line item reflects a decrease of $13,740 for cost plan charges which will not be applied effective July 1, 2010. FIXED ASSETS – Not applicable to this budget unit. REVENUES At time of budget publication, the California Office of Emergency Services had not released the FY 201011 grant allocations. Budgeted appropriations and revenue are based on prior year allocations. Once funding has been established, the budget will be amended to reflect the grant award. NET COUNTY COST
$0
There is no net county cost associated with this program. This is a reimbursement grant program through the California Emergency Management Agency (CalEMA). In previous fiscal years, the Drug Abuse & Rural Crime Grant programs were presented in Fund 2516. It is recommended by the County Auditor that this program is more appropriately accounted for in the General Fund.
Recommended Budget FY 2010-2011
Page 157
Recommended Budget FY 2010-2011
Page 158
MARSHAL FUND 1001 – BUDGET UNIT 211 – FY 2010-11 RECOMMENDED Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Salaries & Benefits
93,307
92,002
53,024
(38,978)
-42%
Services & Supplies
12,922
18,425
8,000
(10,425)
-57%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
106,228
110,427
61,024
(49,403)
-45%
7,000
8,000
3,600
(4,400)
-55%
99,228
102,427
57,424
(45,003)
-44%
1.80
1.80
1.80
0.00
0%
Fiscal Summary
Increase/ Decrease
% of Change
Appropriations:
Total Appropriations
Revenues
Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Marshal Office Assistant III or Secretary I Total Positions Dec 31, 2010 Office Closure
Recommended Budget FY 2010-2011
Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
4.1
1.00
1.00
1.00
0.00
10.9/12.9
0.80
0.80
0.80
0.00
1.80
1.80
1.80
0.00
0.00
(1.80)
Page 159
MISSION The Marshal serves and returns all writs, processes and notices directed to be delivered to by the Judge of the Superior Court or by competent authority. MAJOR SERVICES & ACTIVITIES The Marshal’s Office provides document process services to private entities, businesses and individuals. The office also maintains bank levy and wage garnishment accounting records and trust bank accounts. ACCOMPLISHMENTS FOR FY 2009-2010 •
Operated within the budget allowances.
•
Provided civil process services to the public.
•
Provided management services for wage garnishments and bank levies.
•
Provided prompt and courteous service.
OBJECTIVES FOR FY2010-2011 •
Continue to exercise diligence in controlling expenses and operating within the budget.
•
Continue to provide civil process services and management services for wage garnishments and bank levies to the public in a prompt and courteous manner.
RECOMMENDED BUDGET Upon the completion of the Marshal’s term, ending January 3, 2011, this office will close. The budget recommendations contained herein are reflective of this action and all appropriations are based on a December 31, 2010 closure. EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $1,602 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $5,199. NEW POSITIONS - No new positions are recommended for FY 2010-11.
Recommended Budget FY 2010-2011
Page 160
TEMPORARY/EXTRA HELP - The budget includes $8,946 for temporary/extra help. Recommended temporary salaries fund a Deputy Marshal Reserve working sixteen (16) hours per month through the end of December, 2010. In addition to the assisting the Marshal in civil process service, the Deputy Marshal Reserve also fills in for the Marshal during vacation and sick days, covering the office without interruption of service to the public. The Deputy Marshal Reserves are required to volunteer eight (8) hours of service prior to receiving payment for the second eight (8) hours. This line item also includes funding for a Secretary I position to assist with the operational work and to cover the office during vacation and sick time. OVERTIME WAGES - Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – There are no increases of appropriations compared to prior year. OTHER CHARGES - Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Debtor Fee revenue is derived from a $10 assessment fee on wage garnishment checks. There is no significant change in the pro-rated revenue through December 31, 2010. NET COUNTY COST
$57,424
Net County Cost is $57,424. This reflects a decrease of $45,003 or 44% compared to Adopted FY 2009-10 due to the anticipated December 31, 2010 office closure.
Recommended Budget FY 2010-2011
Page 161
Recommended Budget FY 2010-2011
Page 162
PROBATION FUND 1001 – BUDGET UNIT 224 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
1,534,976
1,616,501
1,862,103
245,602
15%
Services & Supplies
255,569
227,230
243,287
16,057
7%
925
1,000
0
(1,000)
-100%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
1,791,470
1,844,731
2,105,390
260,659
14%
Revenues Detail on next page
961,791
768,790
946,092
177,302
23%
Net County Cost
829,679
1,075,941
1,159,299
83,358
8%
22.50
19.50
19.50
0.00
0%
Other Charges
Total Appropriations
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Chief Probation Officer Assistant Chief Probation Officer Administrative Services Specialist Offices Services Supervisor Office Assistant III Probation Officer I/II Probation Officer III Total Positions
Recommended Budget FY 2010-2011
Salary Range 36.5 24.5 20.6 14.9 10.9 L3/L4 L5
Actual 2008-09 1.00 1.00 1.00 1.00 3.50 13.00 2.00
Adopted 2009-10 1.00 0.00 1.00 1.00 3.50 11.00 2.00
Recomm 2010-11 1.00 0.00 1.00 1.00 3.50 11.00 2.00
Change 0.00 0.00 0.00 0.00 0.00 0.00 0.00
22.50
19.50
19.50
0.00
Page 163
Revenue Detail for Probation
Revenue Account & Description 531503 Drug Diversion 541001 Interest 550604 State Aid - Officer Training 550610 Youthful Offender Block Grant (YOBG) 551101 Juv. Justice Crim Prev. Act (JJCPA) 551122 EBPSRP Funds (CalEMA) 551115 Juv. Prob. Camp Funding (JPCF) 551116 SB933 555404 Federal Aid - Title IV-E 560203 City of Hollister (CalGRIP) 562402 Adult Drug Diversion Administration 562403 Adult Supervision Fees 562404 Adult PSI 562405 Adult Drug Testing 562406 Community Service Fee 562407 Batterer's Program Application Fee 562408 Adult Electronic Monitoring Fee 562409 Adult EMP Application Fee 562410 State Aid - Truancy Program 562411 Juvenile Record Sealing 562412 Juvenile Drug Testing Fee 562413 Juvenile EMP Application Fee 562414 Juvenile Electronic Monitoring Fee 562416 Juvenile Maintenance Fee 562417 Parental Referral Fee 562419 Courtesy Supervision Fees 562420 Domestic Violence Referral Fee 562421 Anger Management Referral Fee 570002 Miscellaneous 570003 Sales of Fixed Assets 570009 Prop 36 Funds - Substance Abuse 570010 Reimbursable Other Total Revenues
Recommended Budget FY 2010-2011
9,336 0 20,494 117,000 160,720 0 184,907 0 177,347 0 5,444 52,849 2,662 0 3,345 250 109,737 7,120 35,625 1,445 140 1,225 5,610 3,871 120 140 250 240 8,501 856 34,500 18,057
Adopted 20092010 8,000 2,000 8,025 0 146,007 0 251,608 8,500 110,000 0 4,500 47,000 3,500 100 2,800 250 90,000 7,500 47,500 1,000 100 1,200 4,000 2,500 200 0 300 200 0 0 0 22,000
961,791
768,790
Actual 2008-2009
Recomm 2010-2011
Increase/ Decrease
% of Change
8,000 0 8,025 103,441 145,506 44,814 251,608 0 120,000 22,398 4,500 50,000 3,000 150 3,200 250 90,000 8,000 47,500 1,500 100 1,000 6,000 4,000 250 250 250 350 0 0 0 22,000
0 -2,000 0 103,441 -501 44,814 0 -8,500 10,000 22,398 0 3,000 -500 50 400 0 0 500 0 500 0 -200 2,000 1,500 50 250 -50 150 0 0 0 0
0% -100% 0% 100% 0% 100% 0% -100% 9% 100% 0% 6% -14% 50% 14% 0% 0% 7% 0% 50% 0% -17% 50% 60% 25% 100% -17% 75% 0% 0% 0% 0%
946,277
177,487
23%
Page 164
MISSION The Mission of the San Benito County Probation Department is to protect the community; provide services to the Court; and to assist clients to change criminal behavior. The department’s values are: 1. 2. 3.
Employees constitute the most valuable resource. Respect of the rights and dignity of individuals. Provide services in a professional and responsible manner.
MAJOR SERVICES & ACTIVITIES Probation Department’s legal mandates related to adult services are: 1) to provide the Court with presentence investigations on all sustained felonies; and 2) monitor adult offenders placed on formal probation at a level determined by the Chief Probation Officer. Probation Department’s legal mandate related to juvenile services are: 1) to intervene in cases prior to District Attorney review to determine the least restrictive, most effective means of correcting the circumstances that place minors at risk; 2) to determine which cases will be filed through the District Attorney’s Office based on legal and social criteria; 3) conduct dispositional investigations on all cases filed with the Court, and 4) monitor case plan progress. The Probation Department provides graduating sanctions to the clients, which includes varying levels of consequences and accountability for non-compliance with treatment plans, conditions of probation, and the law to include informal counseling, community service, home detention, electronic monitoring, and ultimately, incarceration in the juvenile hall, jail, or prison. Secondly, the Probation Department provides delinquency prevention which includes educational workshops, tutoring services and other mechanisms for preventing recidivism and stabilizing families for the adult and juvenile clients. ACCOMPLISHMENTS FOR FY 2009-2010 •
Acquired Corrections Software Solutions case management program that will greatly assist the department in managing offenders to comply and be accountable to the community.
•
Created a website for the offenders to pay their fines, fees and restitution on-line utilizing credit cards.
•
Adopted an orientation program for juveniles and parents.
•
Obtained CalEMA funding for the Gang Reduction Intervention and Prevention Grant (CalGRIP) which offsets overtime costs in the amount of $22,398 for probation officers for field gang sweeps.
•
Obtained CalEMA Evidence Based Probation Supervision Grant (EBPSG) funding for the Young Adult Performance Program (YAPP).
Recommended Budget FY 2010-2011
Page 165
OBJECTIVES FOR FY 2010-2011 •
Establish a night reporting center to focus on treatment, education and employment for adults and juveniles.
•
Implement training and conversion for our new case management system.
•
Create a Community Review Board to assist with probation officers with teaching the offenders in changing their negative behavior.
•
Implement a one day leadership retreat for the improvement of Manager’s skills and abilities within the department and empower them in coming up with solutions and goals.
•
Seek and obtain needed grants for San Benito County.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $39,141 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $97,906. The Probation Officers received a 6% salary increase and 3% @ 55 retirement benefits at their own cost for PERS Safety Group members. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELPS - Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – The budget includes $28,595 for overtime wages in FY 2010-11. $7,834 is recommended for emergency interventions with clients including filing deadlines and exigent circumstances encountered in the field impact this line item. $20,761 is recommended for probation officer’s overtime for gang field sweeps, which is funded by City of Hollister’s CalEMA grant in this fiscal year. SERVICES & SUPPLIES – Service and Supplies overall total for FY 2010-11 increased 8% or $19,057. The increase is primarily due to Professional Services for contracts with various behavioral health-type vendors. These expenses are offset by grant revenues. Clothing & Safety is decreased by $1,000 or 15% by eliminating the purchase of one bullet-proof vest. Computer Supplies includes maintenance contract for the newly acquired Corrections Software Solutions program in the amount of $10,000 which will be offset by revenues received from the CalEMA Evidence Based Probation Supervision Grant (EBPSG) for the Young Adult Performance Program (YAPP).
Recommended Budget FY 2010-2011
Page 166
Maintenance of Equipment decreased $1,090 or 69%, due to a prior year purchase of a cage for a department vehicle. That cage was purchased in prior year, therefore does not need to be budgeted in FY 2010-11. Because of a decline in the number of client tests submitted for analysis, Medical, Dental & Lab Expenses reflect a decrease of $4,000 or 19%. Office Expense is budgeted at $17,000, which is a 13% increase compared to FY 2009-10, but will be reimbursed for program supplies from the Youthful Offender Block Grant (YOBG). Travel, Training & Meetings has been reduced 12% or $4,000. This line item is offset by $8,025 is STC training funds and $510 in CalEMA’s funds for YAPP. Special Department Expense is less than prior year as a result of reclassification of contracts into Professional Services, where these expenses are more appropriately budgeted. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Total revenues have increased 23% for a total of $946,277 for FY 2010-11. The Youthful Offender Block Grant is built into this budget in the amount of $103,441. In past years, funding for this grant was not approved until later in the year making it necessary to come back to the Board for a budget augmentation. Revenues from the City of Hollister for the Gang Reduction Intervention and Prevention Grant (CalGRIP) in the amount of $22,398 is to be used for the overtime costs of the Probation Officer conducting gang field sweeps which is reflected in overtime appropriations. CalEMA’s Evidence Based Probation Supervision Grant (EBPSG) funds for the Young Adult Performance Program (YAPP), is budgeted in the amount of $44,814. The funding from these three (3) grants constituted 18% of the increase in revenues for this fiscal year. A 9.1% increase in Title IV-E revenue now also includes funding of SB933 for Group Home Visits and Child Welfare Outcome Improvement Plan (OIP) funds. These dollars are passed through Health and Human Services to Probation under one lump sum. The revenue amounts projected for Juvenile Justice Crime Prevention Act (JJCPA) and Juvenile Probation Camp Funding (JPCF) are approximate and based on prior actuals but are dependent upon actual collections of State Vehicle License Fees (VLF). NET COUNTY COST
$1,115,299
Net County Cost is $1,115,299. This reflects an increase of $83,358 or 8% compared to Adopted FY 200910 and is due primarily to the new OPEB costs that are included in salaries and benefits this year.
Recommended Budget FY 2010-2011
Page 167
Recommended Budget FY 2010-2011
Page 168
GANG PROGRAM FUND 1001 – BUDGET UNIT 227 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
96,988
153,337
56,349
58%
Services & Supplies
0
23,012
31,181
8,169
35%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
0
120,000
184,518
64,518
54%
Revenues
0
120,000
130,805
10,805
9%
Net County Cost
0
0
53,713
53,713
0%
0.00
0.00
2.00
1.00
100%
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Salary Actual Adopted Recomm Job Class Title Range 2008-09 2009-10 2010-11
Change
Staff Analyst (Gang Prevention Coord)
25.2
0.00
1.00
1.00
0.00
Office Assistant II
10.9
0.00
0.00
1.00
1.00
0.00
1.00
2.00
1.00
Total Positions
Recommended Budget FY 2010-2011
Page 169
MISSION The mission of the San Benito County Probation Department is to protect the community; provide services to the Court; and assist clients to change criminal behavior. The Probation Department will provide supervision and oversight for the Gang Prevention Coordinator in collaboration with community partners and the Gang Prevention Policy Committee. MAJOR SERVICES & ACTIVITIES The activities of the Gang Prevention Program shall be based upon the philosophy of prevention, intervention and suppression, with no one component emphasized at the expense of another; and shall be based upon proven best management programming, emphasizing the development of regional partnerships and recognizing the responsibility for both public and private sectors to reduce gang activity. The Gang Prevention Coordinator will seek and obtain outside funding such as grants, both public and private, for prevention, intervention and suppression efforts; maintain a clearinghouse of information and resources for community members interested in addressing gang crime at a personal or family level emphasizing parental responsibility for youth behaviors; and recommend, implement, and report on efforts to reduce or eliminate gang activity. ACCOMPLISHMENTS FOR FY 2009-2010
•
Obtained grant funding in the amount of $382,639. The Gang Reduction Intervention and Prevention Grant will support the GREAT Program and Bullying Prevention Project at schools and assist the Juvenile Work Service Program for minor offenders.
•
Launched San Benito County Police Athletic League (PAL) Program, a law enforcement/community based non-profit with a mission to reduce youth crime and delinquency.
•
Conducted informational workshops and other pro-active anti-gang related activities as they are identified, for the offenders and their families. The Gang Awareness Forum was a gang awareness presentation and parent education event for parents of students in the Migrant Education Program from Aromas, San Juan and Anzar Schools.
•
Completed a community-wide survey which is being transitioned to an online survey system.
•
Organized a workgroup comprised of representatives from Probation, Sheriff’s Office and Hollister Police Department for the purpose of improving gang and crime data collection reporting and analysis. Comprehensive data analysis will help assist in identifying and addressing gang and violence problem areas, as well as providing statistics and information to improve future grant applications.
Recommended Budget FY 2010-2011
Page 170
OBJECTIVES FOR FY 2010-2011 •
Establish a stronger partnership with Cal State University Monterey Bay’s (CSUMB) Service Learning Institute (SLI) to facilitate the flow of CSUMB service learning students into the local community. The County is one of the SLI’s target areas and efforts to build this partnership will attract students and the resources of CSUMB. Service Learners will eventually assist the schools, youth-oriented non-profits and departments like Probation, with activities such as tutoring, mentoring, role modeling and leadership building.
•
Complete a comprehensive gang assessment for the County using the Office of Juvenile Justice and Delinquency Prevention model.
•
Establish an online resource site for parents, youth and community members.
•
Facilitate and improve the sharing of gang related information amongst law enforcement agencies through officer training in the use of statewide and local databases.
•
Create a mission statement for the Gang Prevention Program.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $3,848 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $6,213. NEW POSITIONS – This budget includes a recommendation from the Gang Prevention Policy Committee for the addition of one Office Assistant II, with an effective start date of October 1, 2010. This position is needed to provide clerical and organizational support to the Gang Prevention Coordinator in implementing and providing direct services funded through the CalGRIP grant and expanding the impact of the Gang Prevention Collaborative. This position would be funded through an increase in contributions from the participating partners. The County’s share of increased cost is $13,713. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime wages is not recommended in FY 2010-11. SERVICES & SUPPLIES – Overall this category shows an increase of 35% or $14,969 since last fiscal year. Communications reflects a decrease of $130 or 20% which is for the existing cost of cell phone services. Computer Supplies has increased $6,700 or 203% due to a share of the cost with the Probation Department for the newly implemented Corrections Software Solutions.
Recommended Budget FY 2010-2011
Page 171
Publication & Legal Notices has increased $250 or 50% because of anticipated higher costs for local publications and flyers to the community. Travel, Training & Meetings is down 20% due to fewer trainings and meetings for the coordinator. Special Department Expense is recommended at 25% more that FY 2009-10. This line item in the amount of $14,311 is budgeted for expenditures related to special projects listed as objectives for FY 2010-11. In the FY 2009-10 this line item was used to budget the initial set-up and implementation of the Corrections Software Solutions in the amount of $10,000. Those costs have been reclassified to Computer Supplies in FY 2010-11. OTHER CHARGES –Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES –Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Under the executed MOU, each collaborating agency agrees to fund a percentage of the Gang Program. The FY 2010-11 funding includes the partners’ approval of the Office Assistant Position. The County and City of Hollister contribute 33% or $53,713 each; Hollister School District and San Benito County Office of Education are 17% or $27,670 each. The total from all agencies equals $162,766. At the close of FY 200910 books, the balance of dollars not spent will be deferred for use in FY 2010-11 and is estimated to be approximately $21,752. NET COUNTY COST
$53,713
Net County Cost is $53,713 and is the amount agreed upon within the MOU with City of Hollister, Hollister School District and San Benito County Office of Education. Although the net county cost reflects an increase, in FY 2009-10, the cost was budgeted as a General Fund Contribution to the Gang Prevention Fund 2530. It is recommended by the County Auditor that this program is more appropriately accounted for in the General Fund.
Recommended Budget FY 2010-2011
Page 172
Recommended Budget FY 2010-2011
Page 173
JUVENILE DETENTION FACILITY FUND 1001 – BUDGET UNIT 226 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
1,092,675
1,141,449
1,221,413
74,964
7%
Services & Supplies
377,922
386,000
358,450
(27,550)
-7%
56,266
85,000
50,000
(35,000)
-41%
0
0
0
0
0%
17,778
0
0
0
0%
1,544,641
1,612,449
1,629,863
12,414
1%
167,368
76,725
134,244
57,519
75%
1,377,273
1,535,724
1,495,620
(45,105)
-3%
13.00
13.00
13.00
0.00
0%
Other Charges Interdepartmental Charges Fixed Assets Total Appropriations Revenues Detail on next page Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIVALENT (FTE) POSITIONS Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
L9
1.00
1.00
1.00
0.00
Juvenile Hall Institution Officer III
18.2
4.00
4.00
4.00
0.00
Juvenile Hall Institution Officer I/II
13.2/15.2
7.00
7.00
7.00
0.00
Office Assistant III / Secretary I
10.9/12.9
1.00
1.00
1.00
0.00
13.00
13.00
13.00
0.00
Job Class Title Juvenile Hall Superintendent
Total Positions
Recommended Budget FY 2010-2011
Page 174
Juvenile Detention Facility Revenue Detail
Revenue Account & Description
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
531500
Criminal Justice Facilities Fee
71,199
34,000
34,000
0
0%
542001
Rent - Out of County Custodies
26,175
0
0
0
0%
550604
State Aid - Officer Training
0
7,725
7,225
-500
-6%
550610
Youthful Offender Block Grant
41,866
0
75,276
75,276
100%
560203
City of Hollister (CalGRIP)
0
0
7,743
7,743
100%
562204
Institution & Care - Juvenile
28,128
35,000
10,000
-25,000
-71%
167,368
76,725
134,244
57,519
75%
Total Revenues
Recommended Budget FY 2010-2011
Page 175
MISSION The mission of the Juvenile Detention Facility is to provide detention services for minors charged and/or convicted of a crime who are at risk of harming themselves or others, who demonstrate flight risk, who are beyond parental control, and who lack a suitable home due to inability of the family to provide basic necessities or by reason of abuse, neglect, or depravity. The County is mandated to provide a home-like environment that provides opportunity for education, medical and behavioral health treatment, spiritual guidance, recreation, and safety. MAJOR SERVICES & ACTIVITIES The activities performed by this program budget unit are state mandated; however, the Board of Supervisors has some discretion as to the level-of-service to be provided. The facility provides four basic services for detained minors awaiting Juvenile Court disposition or serving court ordered detention: secure physical care that minimizes the damaging effects of confinement; constructive individual and group activities, including a school and physical education program; counseling to help minors deal with immediate problems while in detention; and an in-depth observation period to provide reports to Probation Officers and Juvenile Court. ACCOMPLISHMENTS FOR FY 2009-2010 •
Completed installation of a new generator, control panel, cabinets, and countertops.
•
New paint throughout the facility and retrofitting of the shower doors completed.
•
Received CSAC Challenge Award for the Juvenile Video Orientation.
•
Hosted Juvenile Detention Facility Open House for the community of San Benito County.
•
Implemented an inspection system for minors checking in and out of their rooms, performed by staff to insure there is no damage to the rooms.
OBJECTIVES FOR FY 2010-2011 •
Develop a seamless case plan for minors to transition to probation supervision.
•
Install flush meters at the juvenile facility.
•
Install exterior drainage system to eliminate seasonal flooding.
•
Partner with Probation Department and Gang Prevention in the implementation of Corrections Software Solutions, a new case management system.
Recommended Budget FY 2010-2011
Page 176
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $2,202 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $61,152. In lieu of furlough days, SEIU negotiated suspension of 2.5% holiday pay for the Juvenile Hall Institution Officers for an estimated savings of $12,309 and related accrual of mandatory benefits. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – The budget includes $67,101 for temporary/extra help, which is more cost effective than hiring additional full time staff to cover irregular shifts and/or emergency needs. Management staff will continue to cover court, and transports when available in an effort to keep these costs at the reduced amount. Based on minimum staffing standards by the state of California, it is necessary to backfill staff due to sick and vacation time, trainings, transportations and medical leave. Temporary/extra help staff is more cost effective in covering shifts and foreseeable staffing needs rather than the use of overtime wages. City of Hollister’s CalGRIP (Gang Grant) funding will offset $7,743 of staffing costs towards the Juvenile Work Service Program, which is managed by Juvenile Detention Facility Staff. OVERTIME WAGES – The budget request includes $5,124 for overtime wages in FY 2010-11 reflecting a decrease of 82% or $23,498.00 in this budget year. Overtime will only be used in the event of an emergency. SERVICES & SUPPLIES – It is recommended that Services & Supplies be reduced overall by $27,550 or 7% in this budget unit. In prior years, supplies for yard maintenance and outside areas of the facility were budgeted in Agricultural Supplies. These expenses are more appropriately budgeted in Maintenance of Structures & Grounds. Computer Supplies is budgeted at $2,500 for the purchase of a wireless multimedia projector and remote. This line item is also used for repairs of equipment. Communication line item is budgeted 25% higher than prior year due to the increased cost of a T-1 line and services for the Live Scan (fingerprinting minors and volunteers). Medical, Dental & Lab Expense reflects a 5% increase in costs which is based on the average yearly increase of the contract with California Forensic Medical Group (CFMG) of 5% or approximately $8,900. This line item also assumes increased prescription costs based on historical data. OTHER CHARGES – The Care and Support line item is for minors that are sentenced to State Juvenile Justice Facilities. The Probation Department makes recommendations to the sentencing judge, who makes placement decisions. Annual expenditures may vary. The recommended decrease is based on
Recommended Budget FY 2010-2011
Page 177
recent trends but, if unanticipated increases in placements are made it may be necessary to return to the Board for an augmentation during the budget year. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Revenue overall has increased 75% compared to adopted prior year. This is due to new revenue streams: 1.
City of Hollister’s CalGRIP funding of $7,743 which will be used for the Juvenile Work Service Program in offsetting temporary/extra help staff salaries; and
2.
Youth Offender Block Grant (YOBG) funds in the amount of $75, 276 which will be used to fully fund one Juvenile Institution Officer position.
Revenue has been most impacted by the decrease of Institution & Care for Juveniles, which charges parents for the housing costs associated with incarcerated minors. This revenue has decreased substantially due to the continuing economic downturn. It is anticipated that with the new Corrections Software Solutions, (currently in the Probation Department budget), the revenues will increase due to improved noticing and tracking of probation/juvenile hall collections. It is recommended that one Juvenile Institution Officer position be offset by Youthful Offender Block Grant (YOBG) Funds in the amount of $75,276. Prior year carryover funds in the amount of $61,902 will be transferred into this budget unit from Probation Department budget, as well as an additional amount of $13,374 of new FY 2010-11 YOBG funds. NET COUNTY COST
$1,495,620
Net County Cost is $1,495,620. This reflects a decrease of $45,105 or 3% compared to Adopted FY 200910 due to the decrease in Services and Supplies and Care and Support as well as the addition of Youth Offender Block Grant and CalGRIP grant revenues.
Recommended Budget FY 2010-2011
Page 178
Recommended Budget FY 2010-2011
Page 179
AGRICULTURAL COMMISSIONER/SEALER OF WEIGHTS AND MEASURES FUND 1001 – BUDGET UNIT 250 – FY 2010-11 RECOMMENDED Actual 2008-2009 Fiscal Summary
Adopted 20092010
Revised 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change fr ADO
Appropriations: Salaries & Benefits
754,647
714,276
851,137
706,178
(8,098)
-1%
Services & Supplies
191,896
163,350
159,350
152,035
(11,315)
-7%
Other Charges
0
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0
0%
18,831
0
0
0
0
0%
Total Appropriations
965,374
877,626
1,010,487
858,213
(19,413)
-2%
Revenues Detail on next page
792,967
688,700
691,200
695,756
7,056
1%
Net County Cost
172,407
188,926
319,287
162,457
(26,469)
-14%
8.02
7.20
7.20
7.00
0.00
0%
Fixed Assets
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
Agricultural Comm/Sealer of W & M
35.4
0.776
0.80
0.80
0.00
Deputy Ag Comm/Sealer of W & M
Flat
1.00
0.60
0.80
0.20
Deputy Ag Comm/Sealer of W & M
Flat
1.00
1.00
0.00
(1.00)
Senior Ag Biologist Inspector
22.3
0.00
0.00
0.90
0.90
Ag. Biologist-Inspector I/II/III
14.8/17.8/19.8
4.00
3.50
3.20
(0.20)
12.9/14.9
0.74
0.80
0.80
0.00
6.9/8.9
0.50
0.50
0.50
0.00
8.016
7.20
7.00
0.00
Job Class Title
Secretary I/II Office Assistant I/II Total Positions
Recommended Budget FY 2010-2011
Page 180
Revenue Detail for Agricultural Commissioner & Sealer of Weights & Measures
Revenue Account & Description 521607 Pest Use Enforcement License 521609 Wts & Measures Registration 531506 Fines Ag 531702 Wts/M & Q/C 542001 Rent 550501 St Aid Agric-Ag Com Salary 550503 St Aid Ag Nursery Inspection 550504 St Aid Agric Pest Mill Fees 550505 St Aid Seed Inspection 550506 St Aid Agric Wts & Measures 550507 St Aid Ag Reimbursement Other 550508 St Aid Pest Detection 550509 State Reimbursement-Device Repair 550510 St Aid Pesticide Enforcement 550511 St Aid Unclaimed Gas Tax 550512 Pest Exclusion 550513 St Aid Weed Mgmt Grant 555502 Federal Grazing Fees 562001 Ag Service-Quarantine 562002 Ag Service-Fruits & Veg 570001 Other Sales-Rodent Control 570002 Other Sales-Misc 570003 Sale of Fixed Assets 570017 Contribution from Fish & Game 570020 City of Hollister-Wildlife Services
Actual 20082009 4,895 58,990 2,579 0 0 6,600 2,609 178,765 1,236 3,120 41,215 63,886 337 11,871 58,759 27,136 9,952 3,061 221,482 14,680 47,171 0 0 22,123 12,500
Adopted 20092010 4,000 42,000 2,000 2,000 2,400 6,600 2,500 150,000 1,000 500 500 65,000 500 16,200 100,000 20,000 8,000 0 190,000 30,000 38,000 2,500 0 2,500 5,000
Recomm 20102011 4,000 50,000 1,000 500 2,400 6,600 3,300 130,000 1,500 1,600 0 70,000 250 17,356 95,000 27,000 16,000 4,000 190,000 30,000 40,000 250 0 0 5,000
Total Revenues
792,967
691,200
695,756
Recommended Budget FY 2010-2011
Increase/ Decrease
% of Change
0 8,000 -1,000 -1,500 0 0 800 -20,000 500 1,100 -500 5,000 -250 1,156 -5,000 7,000 8,000 4,000 0 0 2,000 -2,250 0 -2,500 0
0% 19% -50% -75% 0% 0% 32% -13% 50% 220% -100% 8% -50% 7% -5% 35% 100% 0% 0% 0% 5% -90% 0% -100% 0%
4,556
1%
Page 181
MISSION Agriculture – (crops, fruit orchards, vineyards and livestock ranches) - plays an important role in San Benito County’s economy and way of life, the mission of the Agricultural Commission is to serve the public’s interest by ensuring equity in the marketplace, promoting and protecting agriculture, protecting environmental quality and the health and welfare of San Benito County citizens. MAJOR SERVICES & ACTIVITIES The activities performed by this budget unit are state mandated; however, the Board of Supervisors has some discretion as to the level-of-service to be provided. The offices of the Agricultural Commissioner and Sealer of Weights & Measures have been consolidated in San Benito County. •
The Agricultural Commissioner is responsible for enforcing federal, state and County laws and regulations relating to the protection of public health, safety, welfare, and environmental and consumer protection regarding the agricultural industry.
•
The Sealer of Weights and Measures is responsible for ensuring equity and accuracy in all commercial transactions for the protection of all residents of the County, as buyers or sellers.
ACCOMPLISHMENTS FOR FY 2009-2010 •
Increased the training opportunities for the local pesticide applicators by providing state accredited continuing education workshops.
•
Inspected and provided export clearance for nearly 3,800 shipments of agricultural exports, mainly to Pacific Rim countries.
•
Increased the inspections of retail point-of-sale devices (scanners) to ensure that the public is being charged fairly at the market place.
•
Expanded the pest detection program to include surveillance for two additional exotic, pest species, the European Grapevine Moth and the Asian Citrus Psyllid. If established, these insect species could be detrimental to the local economy and the environment.
OBJECTIVES FOR FY 2010-2011 •
Increase emphasis on monitoring and enforcement of state pesticide laws of structural pest control in urban settings.
•
Strengthen consumer protection by increasing the number of spot inspections of point of sale (scanner) devices used at retail stores.
•
Revise department’s website, by adding resources available for regulated industries.
Recommended Budget FY 2010-2011
Page 182
•
Continue to focus on inspection services that facilitate trade of agricultural products to other states and countries.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $22,531. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $36,610. Savings will be realized from the reorganization of the department approved by the Board which eliminates one Deputy AG Commissioner/Sealer, and creates one Senior Ag Biologist Inspector. The cost savings resulting from this reorganization will be approximately $45,000 for FY 2010-11. The actual expense projections for FY 2009-10 include an unexpected benefit pay-out that was presented as a midyear budget augmentation, resulting in a higher than normal salary and benefits cost for this budget unit. NEW POSITIONS – No new positions are recommended for FY 2010-11. The re-organization described above does not result in an increase in FTE positions. TEMPORARY/EXTRA HELP – The budget includes $62,914 for six (6) temporary/extra positions. These positions primarily work in pest detection and weed management programs which are funded by state contracts. Additionally, these positions conduct produce inspections as required by County ordinance and are funded by industry assessments. OVERTIME WAGES – The budget includes $2,559 for overtime wages in FY 2010-11. Payment for overtime traditionally has been very limited and is recommended in the event of unforeseen situations and/or emergencies that may require additional hours. SERVICES & SUPPLIES – Computer Supplies includes $2,000 for a new computer and related equipment to replace obsolete equipment. Funding for this equipment will come from a contract with the California Department of Food & Agriculture. Membership Dues reflect a $1,000 decrease compared to FY 2009-10 as there are no expected dues increases. Professional Services shows a decrease of $8,215, which better reflects the actual Wildlife Services contract amount with the US Department of Agriculture of $73,285. In prior year there was a one-time reimbursable expense in the amount of $11,500 for a weed abatement project in the Pinnacles National Forest. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES –Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit.
Recommended Budget FY 2010-2011
Page 183
REVENUES Weights & Measures inspection fees are expected to increase by $8,000 or 19% due to the increased fee schedule previously approved by the Board, and increased number of locations with devices. Fines for Agriculture and Weights/Measure violations are adjusted downward reflecting prior year trends as the number of enforcement activities requiring fines varies year by year and are difficult to predict. This revenue has been reduced by 50% for FY 2010-11. State aid for nursery inspection, seed inspection, weights/measures, weed management and detection is expected to increase slightly due to more inspections being performed by staff. Pesticide Mill Tax and State Unclaimed Gas Tax revenues are both expected to decline in FY 2010-11. Pesticide Mill Tax revenue is based on the amount of staff time that is committed toward enforcement of the State pesticide laws at the County level. The amount the County receives from Unclaimed Gas Tax for FY 2010-11 is based on the department’s FY 2009-10 net county costs. The departmental net county cost and pesticide enforcement hours declined in FY 2009-10 due to three factors: 1) an unfilled vacancy, 2) the shifting of agriculture personnel to the mosquito budget, and 3) mandatory furloughs. If this budget unit’s net county cost continues to decline, our County’s portion of the State Unclaimed Gas Tax money will also decrease. Conversely, if the department’s net county cost increases, so too does the Unclaimed Gas Tax revenue. The Fish & Game Commission had been making a $2,500 annual contribution to the Wildlife Services contract since FY 2007-08. This contribution has been eliminated by the Commission due to lack of revenue and little remaining fund balance. The department will be able to sustain the program at the current service levels despite the loss of revenue due to planning and the 1% overall increase in revenues. NET COUNTY COST
$162,457
Net County Cost is $162,457. This reflects a decrease of $156,830 or 49% compared to Adopted FY 200910 and a 44% increase compared to the revised budget at mid-year which included an unexpected benefit pay-out. The decrease is due to salary savings from the re-organization of the department and reductions in contracts.
Recommended Budget FY 2010-2011
Page 184
Recommended Budget FY 2010-2011
Page 185
MOSQUITO ABATEMENT FUND 2610 – BUDGET UNIT 101 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
123,128
146,797
111,843
(34,954)
-24%
Services & Supplies
33,168
27,285
43,902
16,617
61%
0
0
5,853
5,853
0%
2,746
7,044
27,000
19,956
283%
0
0
0
0
0%
Total Appropriations
159,042
181,126
188,598
7,472
4%
Revenues
178,594
177,435
178,920
1,485
1%
0
0
5,906
5,906
0%
Net County Cost
2,700
3,691
3,772
81
0%
FTE SUMMARY
1.49
1.40
1.40
0.00
0%
Other Charges Interdepartmental Charges Fixed Assets
Add to/Util of Fund Bal
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Agricultural Comm/Sealer W&M Deputy Ag Comm/Sealer of W & M
Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
35.4
0.224
0.20
0.20
0.00
Flat
0.00
0.40
0.20
(0.20)
14.8/17.8/19.8
0.00
0.60
0.80
0.20
Vector Control Tech I/II
14.8/17.8
1.00
0.00
0.00
0.00
Secretary I/II
12.9/14.9
0.26
0.20
0.20
0.00
1.488
1.40
1.40
0.00
Agricultural Biologist-Inspector I/II/III
Total Positions
Recommended Budget FY 2010-2011
Page 186
MISSION The purpose of the program is the protection of public health from mosquito and vector-borne diseases. The Agricultural Commissioner serves as the Director of the program. MAJOR SERVICES & ACTIVITIES The program’s primary function is mosquito surveillance and control following Integrated Pest Management practices incorporating public education, biological control, source reduction and use of the least toxic pesticides that have minimal impact on people, wildlife and the environment. Surveillance includes sampling immature mosquitoes in water bodies and monitoring populations of adult mosquitoes using traps. Treatments are focused on the immature, aquatic stage of the mosquito because this approach is the most effective and environmentally sound. ACCOMPLISHMENTS FOR FY 2009-2010 •
Successfully used mosquito fish to control mosquito larva in abandoned “green” swimming pools, reducing the amount of pesticide and personnel costs associated with controlling mosquitoes in these types of situations.
•
Operated public education booths at the County Fair, Summer Street Festival and at two Farmer’s Markets in downtown Hollister.
•
Licensed an additional employee by the California Department of Public Health as a Vector Control Technician.
OBJECTIVES FOR FY 2010-2011 •
Explore new generation larvacides that could reduce the frequency of treating urban storm drains.
•
Coordinate with real estate agents and other groups to quickly identify abandoned “green” swimming pools before they become a public nuisance.
•
Participate in community events such as the County Fair, Farmer’s Markets and other activities where public education is the focus.
Recommended Budget FY 2010-2011
Page 187
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $4,132 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $7,322. Salary costs reflect the substitution of .20 FTE Deputy Ag Commissioner time for .20 Ag Biologist-Inspector time. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – This budget includes $5,796 for temporary/extra help. The Agricultural Commissioner’s Office regularly employs several extra help employees during the busy season which typically extends from May to October. As needed, one employee is often assigned to assist the Ag Biologist-Inspector in mosquito abatement activities. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – When the mosquito program first began, the program took advantage of state grants and pre-purchased a large amount of mosquito control pesticides. The inventory of these pesticides has been depleted and will have to be replaced at full cost for these materials. Agricultural Supplies reflects an increase of $9,381 or 114% compared to prior year. Maintenance of Equipment increased $1,100 to $3,100. The program owns several pieces of specialized application equipment and on-going maintenance and repair is essential to prolong the life of this equipment. The increase in Office Expense is due to the planned printing of materials for public education which is an essential component in the prevention of mosquito transmitted disease and nuisances. Currently three (3) biologists have obtained the proper licensing from the California Department of Public Health. To maintain their licenses and to stay apprised of current mosquito control methods, participation in continuing education classes is required. Travel, Training & Meetings reflects an increase to ensure that staff is well educated. OTHER CHARGES – The A-87 Cost Plan Charges are included in this budget in the amount of $5,853 for the first time since the program’s inception. INTERDEPARTMENTAL CHARGES – A loan was provided to the Mosquito Abatement budget from the General Fund in FY 2006-07. This loan was to cover the cost of the consultant for the 218 process during th the development of this program. The projected June 30 Mosquito Abatement fund balance will allow a loan payment to be made from this program to the General Fund in the amount of $27,000. After this loan payment has been made, the loan balance of approximately $11,000 will be budgeted for a final payment in FY 2011-12. In prior years this line item was used to budget OPEB costs, but these have been moved to the salaries and benefits classification.
Recommended Budget FY 2010-2011
Page 188
FIXED ASSETS – Not applicable to this budget unit. REVENUES This program is funded primarily by a property tax assessment on the parcels inside the mosquito funding region. FY 2010-11 will realize a 1% gain in the amount of revenue received due to a slight increase in the number of Single Family Equivalents (SFE) inside the assessment region. The assessment for FY 2010-11 is $10.08 per single family equivalent, which was approved by the Board of Supervisors at a public hearing held on June 22, 2010. Each year, the assessment can be increased by the percent increase in the Bay Area Consumer Price Index up to a maximum of 3% per year should operating costs require. Because the assessment had not been raised each year, it is currently 3.48% below the maximum rate that could be assessed. At the June 22, 2010 public hearing, the Board of Supervisors elected not to raise the assessment for FY 2010-11.
NET COUNTY COST
$3,772
Net County Cost is $3,772 and is based on a percentage of the budget as determined by the Engineer’s Report. Some of the mosquito abatement work that is done inside the assessment area also benefits the public at large as well as properties that are outside the service area. The Engineer’s Report calculated these benefits to be 2% of the recommended budget. The County’s General Fund contributes this amount to the operating budget.
Recommended Budget FY 2010-2011
Page 189
Recommended Budget FY 2010-2011
Page 190
CHILD SUPPORT SERVICES FUND 2224 – BUDGET UNIT 101 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
1,305,633
1,285,262
1,459,183
173,921
14%
Services & Supplies
326,189
208,861
207,925
(936)
0%
Other Charges
99,911
110,642
70,910
(39,732)
-36%
Interdepartmental Charges
65,930
102,270
0
(102,270)
-100%
0
0
0
0
0%
Total Appropriations
1,797,663
1,707,035
1,738,018
30,983
2%
Revenues Detail on next page
1,804,155
1,707,035
1,738,018
30,983
2%
(6,492)
0
0
0
0%
24.00
21.00
20.00
(1.00)
Fixed Assets
Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Child Support Branch Manager Child Support Attorney I/II Child Support Services Supervisor Child Support Specialist I/II Child Support Specialist III Child Support Special Programs Coord Child Support Accounting Specialist Accounting Technician Account Clerk Supervisor I Account Clerk I/II Account Clerk III Office Services Supervisor Office Assistant I/II/III Legal Sec I/II or Office Asst III Total Positions
Recommended Budget FY 2010-2011
Salary Range 23.4 27.0/30.0 20.4 13.4/15.4 17.4 17.4 17.9 14.9 17.4 8.9/10.9 120.9 14.9 6.9/8.9/10.9 10.9/12.9/14.9
Actual 2008-09 1.00 1.00 1.00 10.00 2.00 1.00 0.00 0.00 1.00 3.00 0.00 1.00 1.00 2.00
Adopted 2009-10 1.00 0.00 2.00 11.00 2.00 0.00 1.00 1.00 0.00 2.00 0.00 0.00 1.00 0.00
Recomm 2010-11 1.00 0.00 2.00 11.00 2.00 0.00 1.00 0.00 0.00 0.00 2.00 0.00 1.00 0.00
Change 0.00 0.00 0.00 0.00 0.00 0.00 0.00 (1.00) 0.00 (2.00) 2.00 0.00 0.00 0.00
24.00
21.00
20.00
(1.00)
Page 191
Child Support Services Revenue Detail
Revenue Account & Description
541001
Interest
550301
State Aid - Admin Claim
555301
Federal Aid - Admin Claim
570002
Miscellaneous Revenue - EDP
Total Revenues
Recommended Budget FY 2010-2011
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
6,506
0
0
0
0%
642,619
579,950
590,484
10,534
2%
1,155,030
1,125,785
1,146,234
20,449
2%
0
1,300
1,300
0
0%
1,804,155
1,707,035
1,738,018
30,983
2%
Page 192
MISSION Child Support Services’ mission is to enhance the lives of the families served by providing quality child support services in a courteous, respectful, fair, and professional manner. MAJOR SERVICES & ACTIVITIES •
Establish court orders for paternity, child support, and medical coverage.
•
Locate the non-custodial parent and his/her assets to enforce the court order.
•
Maintain accounts of payments paid and past due.
•
Modify court orders when appropriate.
•
Enforce court orders for child, family, and medical support; and spousal support in conjunction with child support.
ACCOMPLISHMENTS FOR FY 2009-10 •
In the twelve month period ending February, 2010, the San Benito Department of Child Support Services collected approximately $4.4 million, with nearly $3.4 million directly benefiting the children and families served.
•
In the same twelve month period the Child Support Services returned $58,868 to the County General Fund as a result of collections on the assisted (CalWORKS and Foster Care) cases.
•
The Early Intervention Program helped to obtain significantly higher collections on new support orders that are more in line with a parent’s ability to pay than on older, existing court orders. Due to the program’s success, the process and focus on early intervention will be an on-going operation.
•
Child Support Services entered into an MOU with San Mateo’s Department of Child Support Services (DCSS) to expand the Call Center. San Mateo now handles customer calls for San Benito, Santa Cruz and Marin Counties. The customer service standards established by this union now serve as a model statewide.
•
Child Support Services entered into an agreement with Monterey County’s DCSS enabling their process servers to now serve San Benito’s and Santa Cruz’s legal documents, to those parties who reside in Monterey County. This has reduced reliance on a private vendor for these out-ofcounty services and the associated cost, as well as improved the efficiency and effectiveness of process serving in Monterey. San Benito provides reciprocal services for Monterey; this project is serving as a model for a statewide effort.
Recommended Budget FY 2010-2011
Page 193
OBJECTIVES FOR FY 2010-11 •
Expand and continue emphasis on Early Intervention Activities.
•
Continue to look for opportunities to work regionally, cross-county and cross-department, to explore options for consolidating services to improve cost effectiveness while improving customer service and program performance.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $55,025 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits at an amount of $105,583. There is a reduction of 1 FTE reflecting the deletion of vacant Accounting Technician position. NEW POSITIONS - No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES - This budget includes $51,116 for overtime wages in FY 2010-11. This appropriation will be used as needed for current staff to accomplish required tasks and training, the on-going focus of the Early Intervention process and the department’s continuous efforts to go virtually paperless in case management. SERVICES & SUPPLIES – Overall this category is .4% less compared to prior year. Books and Subscriptions (Acct 6202) is up 92% because the department has combined legal research with Santa Cruz Lexis-Nexis and is in the process of eliminating West Law. Computer Supplies (Acct 6207) are down 87%, budgeting $1,300 for State sponsored electronic data processing services as well as maintenance for the department’s technology needs. Membership Dues (Acct 6221) are budgeted at $2,000 for California Director’s Association for FY 2010-11 to better reflect the actual prior year expense. There were three (3) line items that were budgeted in FY 2009-10 in anticipation of tenant improvements that the department would have to bear for a total amount of $29,500. They were Maintenance of Equipment (Acct 6215) and Structures & Grounds (Acct 6217) and Special Department Expense (Acct 6236). Fortunately, these improvements were negotiated to be completed by the landlord. As a result, expenses in these line items have been combined for FY 2010-11 and budgeted in Maintenance – Structures & Grounds for janitorial services and supplies, pest control, garbage and shredding services in the amount of $19,500. Overall this reflects a $10,000 decrease.
Recommended Budget FY 2010-2011
Page 194
In FY 2009-10 the actual expenditure for Rents & Leases – Structures (Acct 6229) was $42,000 compared to $87,000 budgeted for FY 2010-11. This is due to a one-time pre-paid allowance whereby the department paid six (6) months worth ($42,000) of FY 2009-10 rent in FY 2008-09 per the new negotiated lease. OTHER CHARGES - The A-87 Cost Plan Charge reflects a decrease in the amount of $39,732 per the County Auditor. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS - Not applicable to this budget unit. REVENUES The Child Support program is completely funded through state and federal allocations. Governor Schwarzenegger’s budget proposes to maintain the current funding level for FY 2010-11, including the augmentation received last year, less a small adjustment for proposed changes in the legal process. The changes provide for a 3-tier process for establishment and modification of IV-D child support orders. Tiers 1 and 2 are administrative and Tier 3 remains judicial. The proposal is based upon a very similar process currently in use in Pennsylvania and uses a dispute resolution model. The new procedures will be accomplished in two phases. Phase 1 will involve modifications and become effective on January 1, 2011; Phase 2 will involve establishment of orders and become effective on January 1, 2012. The State is projecting savings of approximately $3 million in FY 2010-11 and $17 million per year in FY 2011-12 and thereafter. A second change permits IV-D Commissioners to hold hearings from any physical location by video, telephone, or other electronic means. NET COUNTY COST
$0
There is no Net County Cost for this budget unit.
Recommended Budget FY 2010-2011
Page 195
Recommended Budget FY 2010-2011
Page 196
COUNTY FIRE – CONTRACT WITH CAL FIRE FUND 2600 – BUDGET UNIT 101 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
0
0
0
0%
Services & Supplies
917,529
957,495
973,440
15,945
2%
Other Charges
0
0
2,525
2,525
0%
Interdepartmental Charges
0
0
0
0
0%
19,866
99,250
62,655
(36,595)
-37%
Total Appropriations
937,395
1,056,745
1,038,620
(18,125)
-2%
Revenues Detail on next page
885,773
880,650
860,505
(20,145)
-2%
51,622
176,095
178,115
2,020
1%
0.00
0.00
0.00
0.00
0%
Fixed Assets
Net County Cost
FTE SUMMARY
Recommended Budget FY 2010-2011
Page 197
Revenue Detail for County Fire
Revenue Account & Description
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
793,452
694,900
705,000
10,100
1%
28,638
26,000
30,500
4,500
17%
511101
Current Secured
511201
Current Unsecured
511202
Prior Secured /Unsecured
3,311
2,000
580
-1,420
-71%
511301
Current Supplement
2,926
0
9,270
9,270
0%
541001
Interest
2,347
5,500
0
-5,500
-100%
550901
Property Tax Relief
8,666
8,000
8,000
0
0%
561901
Inspection Fee
2,725
5,000
2,000
-3,000
-60%
570006
Reimbursement State
43,708
40,000
30,000
-10,000
-25%
576001
Fire Impact Fees
0
99,250
48,920
-50,330
-51%
570010
Grant Funding
0
0
26,235
26,235
100%
885,773
880,650
860,505
(20,145)
-2%
Total Revenues
Recommended Budget FY 2010-2011
Page 198
MISSION The mission of the San Benito County Fire Department is to provide the highest level of fire services and customer service in protecting life, property, and the environment by anticipating and responding to the dynamic public safety needs of our community. MAJOR SERVICES & ACTIVITIES The County Fire Department responds to emergencies within the County including structure, vehicle and wild land fires, vehicle accidents, medical aids, haz-mat, earthquake, floods and other natural disasters. County Volunteer and full-time firefighters provide assistance to the citizens of San Benito County through a cooperative fire protection agreement with the California Department of Forestry & Fire Protection (CAL FIRE). Fire protection inspections and planning activities are provided by the County Administrative Fire Captain. ACCOMPLISHMENTS FOR FY 2009-2010 In 2009 the San Benito County Fire Department responded to 927 calls for service which included: 20 structure fires, 39 vegetation fires, 12 vehicle fires and 53 other type fires for a total of 125 fires. The remaining responses by type were: 449 medical aids, 115 vehicle accidents, 43 public assists, 24 hazardous conditions, 72 false alarms, and 91 automatic aid responses to neighboring departments. County Fire also responded to 8 requests for mutual aid requests from other fire departments. Cal Fire assisted County Fire on 68 incidents and handled 21 incidents when no County resources were available. The Administrative Captain handled many planning issues throughout the year such as plan checks for commercial and residential occupancies, permit and occupancy inspections, code enforcement, conditional use permit review and requirements, and other related planning issues. County fire personnel and volunteers completed many hours of ongoing in-service re-certification training and hundreds of hours of community service programs. OBJECTIVES FOR FY 2010-2011 •
The objective for the San Benito County Fire Department is to achieve an acceptable standard of response to incidents occurring throughout the County. This standard includes the organization and deployment of fire suppression operations, emergency medical operations and special operations to the public.
•
Receive from the County Board of Supervisors their expected and desired outcome on emergency incidents that County Fire responds too.
•
The County will continue to collect fire mitigation fees on all new construction. These fees can only be used for equipment and infrastructure expenses to protect new construction. The current fee is $.25 per square foot of new construction, was implemented in 1987, and was last updated in 1993. This is well below the statewide average. Staff will work with County Council and bring before the Board for review and approval, a proposal for increasing this fee to a realistic amount reflecting today’s cost.
Recommended Budget FY 2010-2011
Page 199
RECOMMENDED BUDGET EXPENDITURES SALARIES & BENEFITS – Not applicable to this budget unit. SERVICES & SUPPLIES – The line items recommended with the exception of Professional Services, are for services and supplies that make up State Contract-Schedule C. These reflect the expenses for the management and operations of the volunteer fire services. The line items remain at the same levels or lower that the previous year’s budget with the exception of Special Departmental Expense and Utilities. There is a decrease in Special Departmental Expense, of $16,000. Included in this decrease is the elimination of $7,000 for stipends pay to the San Juan Bautista volunteers, elimination of life insurance for the volunteers at $3,000 and the elimination of online training programs at $6,000. Utilities are a new line item expense recommended at $4,475 and covers 25% of the utility cost at the State Fire Station on Fairview Road which also serves as the County Fire Station. Professional Services - State Contract – Schedule A The Contract with CAL FIRE is estimated at a cost of $985,128 for FY 2010-11. Because the contract is a “not to exceed” agreement and historically actual contract costs come in substantially lower, it is recommended that $885,000 be appropriated for this service. Should actual costs exceed budgeted levels, an augmentation recommendation will be prepared for the Board. The Schedule A Contract covers personnel expenses of 3 Fire Apparatus Engineers, 2 Fire Fighter II, and 1 Fire Captain plus benefits and planned overtime. Command and support staff from the Monterey headquarters includes 1 Fire Captain, Communications Operator, .10 Office Technician, .10 Personnel Specialist and a request to increase the Mechanic from .18 FTE to .39 FTE are requested in FY 2010-11. Operational expenses such as communications, medical exams, and personal care for this staff is included. Maintenance of the County’s locally owned vehicles include 6 Engines, 2 SUVs, and a portion of a proposed maintenance truck requested in FY 2010-11. There is also an administrative fee of 11.06% for State overhead. OTHER CHARGES –A-87 Cost Plan Charges for FY2010-11 are $2,525. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Recommended fixed assets include software for six (6) mobile data computers (MDC) at $25,020, and equipment for a 50/50 match for a VFA Grant at $14,235. Also included under fixed assets is the County’s share for the cost of a Mechanic Truck with South Monterey County Fire District and Aromas Tri-County Fire District. The vehicle would be purchased by South Monterey County Fire District and the County’s share of this expense is $23,400 (39%) of the cost based on the number of vehicles to be maintained in the County. REVENUES Revenues remain at the same levels as the prior year and include property taxes, inspection fees and reimbursements from the state for the use of the County’s equipment for State fires. Prior Secured/Unsecured Property Taxes were down by 71% but Current Supplemental Taxes are up by 100%. The revenues for the expense of the software for the MDC’s and the County’s share of the mechanic truck are Fire Mitigation Impact Fees.
Recommended Budget FY 2010-2011
Page 200
NET COUNTY COST
$178,115
Net County Cost is $178,115. This reflects an increase of $2,020 or 1% compared to Adopted FY 2009-10. PENDING FACTORS Approval for the use of Fire Mitigation Impact Fees requires approval of County Counsel and the County Auditor. An analysis report/independent study will be presented to County Counsel and the Auditor for review and approval based on the justification for the use of the funds prior to any expenditure.
Recommended Budget FY 2010-2011
Page 201
Recommended Budget FY 2010-2011
Page 202
FISH and GAME COMMISSION FUND 2603 – BUDGET UNIT 101 – FY 2010-11 RECOMMENDED Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Salaries & Benefits
0
0
0
0
0%
Services & Supplies
0
100
300
200
200%
3,162
4,215
1,099
(3,116)
-74%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
3,162
4,315
1,399
(2,916)
-68%
506
950
465
(485)
-51%
3,832
1,416
482
(934)
-66%
0.00
0.00
0.00
0.00
0%
Fiscal Summary
Increase/ Decrease
% of Change
Appropriations:
Other Charges
Total Appropriations
Revenues
Fund Balance, June 30
FTE SUMMARY
This budget unit does not have a Schedule of Authorized Full-time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 203
MISSION The Fish and Game Commission is an advisory commission appointed by the Board of Supervisors to promote the propagation, protection and use of wildlife within the County. Section 13000 of the California Fish and Game Code requires that 50% of all base fines collected for violations of fish and game laws shall accrue to the County Fish and Game Propagation Fund. RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Not applicable to this budget unit. SERVICES & SUPPLIES – Based on FY 2009-10 expense, $300 has been budgeted in Professional Services (Acct 6235) for legal expenses. OTHER CHARGES – Since FY 2007-08, the Commission has provided a $2,500 contribution (Care & Support, Acct 6301) to the Wildlife Program budgeted as revenue in the Agricultural Commissioner’s budget and an additional amount to allow the Commission to consider the use of the fund balance for other programs that would benefit the County. However due to the reduced available fund balance of approximately $1,416, the contribution to the Wildlife Program has been suspended in FY 2010-11, and $1,000 has been budgeted in Care and Support (Acct 6301) for other uses that may be presented during the fiscal year. A-87 Cost Plan Charges (Acct 6401) were not budgeted in prior year, but were charged in the amount of $81. FY 2010-11 reflects an $18 increase over prior year. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Revenues of $465 have been budgeted, reflecting a $485 (or 51.1%) decrease compared to the prior year. The revenue is based on the fines collected by the courts for fish and game violations and interest earned on the remaining fund balance of approximately $1,416. NET COUNTY COST
$0
There is no Net County Cost for this budget unit.
Recommended Budget FY 2010-2011
Page 204
Recommended Budget FY 2010-2011
Page 205
ANIMAL CONTROL CONTRACT & VETERINARIAN SERVICES FUND 1001 – BUDGET UNIT 266 – FY 2010-11 RECOMMENDED
Fiscal Summary Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations Revenues Net County Cost FTE SUMMARY
Recommended Budget FY 2010-2011
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
0 285,674 0 0 0 285,674
0 262,600 0 0 0 262,600
0 272,100 0 0 0 272,100
0 9,500 0 0 0 9,500
0% 4% 0% 0% 0% 4%
0
0
0
0
0%
285,674
262,600
272,100
9,500
4%
0.00
0.00
0.00
0.00
0%
Page 206
MISSION The mission for the Animal Control budget is to support the Hollister Animal Shelter and Animal Control Program. The County of Sam Benito is responsible as per County Code Chapter 13.01, which references the Health and Safety Code, California Penal Code and California Food and Agriculture Code as they pertain to animals. The goal of the program is to reduce health, safety, hazards and nuisances caused by wild, stray or domesticated animals and to provide for the care and shelter of domestic strayed and abandoned animals. MAJOR SERVICES & ACTIVITIES Major services and activities provided by this program are maintained by the City of Hollister and a local veterinarian through contract. The County of San Benito contracts with the City of Hollister for Animal Shelter and Control Services. The contract provides for the care and housing of sick, injured, abandoned and stray animals, and the enforcement of state and local laws and suppression of rabies, vaccinations and quarantine. The City of Hollister also maintains and operates an Animal Control Shelter. The County of San Benito also contracts with the a local veterinarian to provide for the public health, safety and general welfare as per the Health and Safety laws. ACCOMPLISHMENTS FOR FY 2009-2010 • • • • • •
Responded to an estimated 930 calls for service in the county that included strays, domestic animals, animal cruelty complains, biting animals and code enforcement complaints. Licensed 105 dogs in the county. Secured 153 adoptions for domestic animals and provided required vaccinations. Returned over 80 lost animals to their owners. Maintained a directory of lost and found pets that is available to the public. Worked with Environmental Health to hold vaccine, neuter and rabies clinics.
OBJECTIVES FOR FY 2010-2011 The contract with the City of Hollister provides for: • • • • •
EMERGENCY SERVICES - provides 24-hour emergency services for injured, vicious or stray animals creating a traffic hazard. SHELTERING OF ANIMALS – provides sheltering for strays, abandoned and injured animals. STRAY ANIMAL AFTER HOURS DROP KENNELS – provides a stray animal drop off after normal business hours, to safely house stray animals. FIELD SERVICES - respond to reports or stray domestic animals, animal cruelty complaints, biting animals, aggressive animals, dead animals in roadways, rabies control, and code enforcement complaints, such as barking dogs. ADOPTIONS – provides for adoption services for dogs, puppies, cats and kittens
Recommended Budget FY 2010-2011
Page 207
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – No funding for regular salaries & benefits is recommended in FY 201011. NEW POSITIONS – No new positions are recommended for FY 2010-11 TEMPORARY/EXTRA HELP – No funding for temporary or extra help employees is recommended in FY 2010-11. OVERTIME WAGES – No funding for employee overtime compensation is recommended in FY 2010-11. SERVICES & SUPPLIES – Under Professional Services there is an increase of $9,500 (4%) when compared to FY 2009-10. An estimated cost of $265,000 for the contract with the City of Hollister to provide Animal Control Services is recommended. This reflects an increase of $9,000 due to FY 2009-10 actual costs and the City’s FY 2010-2011 Adopted budget. As per the contract, the County’s share is 55% of the actual costs of the operations budget less county fines, penalties and fees collected. There is a 3% administration costs added to the balance. Other costs in this line item include a contract with a local veterinarian for an amount not to exceed $6,600 that remains at the same level, and a contingency of $500 to cover costs for a hearing officer for those cases deemed necessary. This is a new expense, not previously identified. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – No funding for fixed assets is recommended for FY 2010-11. REVENUES There are no revenues Identified in this budget unit. However, revenues are collected by the City of Hollister for fees, fines and penalties whenever required. These are credited to the County and reduce charges for the services rendered. Revenues collected in FY 2009-10 for the county are estimated at $ 6,100. NET COUNTY COST
$272,100
Net County Cost is $272,100. This reflects an increase of $9,500 (4%) compared to Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 208
Recommended Budget FY 2010-2011
Page 209
PLANNING AND BUILDING FUND 1001 - BUDGET UNIT 265 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
1,152,082
1,219,652
1,185,011
(34,641)
-3%
Services & Supplies
1,015,788
484,700
304,797
(179,903)
-37%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
2,167,869
1,704,352
1,489,808
(214,544)
-13%
Revenues Detail on next page
1,117,063
721,379
497,294
(224,085)
-31%
Net County Cost
1,050,806
982,973
992,514
9,541
1%
14.40
10.90
10.02
(0.88)
-8%
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL TIME EQUIVALENTS (FTE) POSITIONS Actual Adopted Recomm 2008-09 2009-10 2010-11 Job Class Title Salary Range Director of Planning
Change
39.2
1.00
1.00
1.00
0.00
28.4/Flat
1.00
1.00
1.00
0.00
Chief Building Official
25.2
1.00
0.00
0.00
0.00
GIS Analyst
23.6
0.80
0.50
0.00
(0.50)
20.6/23.6/26.6
6.00
6.00
6.00
0.00
20.6
1.00
1.00
1.00
0.00
Principal Planner/Asst Planning Director
Assistant/Associate/Senior. Planner Administrative Services Specialist Code Enforcement Officer I/II/III
18.2/20.2/22.2
0.60
0.60
0.52
(0.08)
Building Inspector I/II/III
18.2/20.2/22.2
2.00
0.85
0.50
(0.35)
10.9/12.9
1.00
1.00
1.00
0.00
14.400
11.95
11.02
(0.93)
Account Clerk II/III Total Positions
Recommended Budget FY 2010-2011
Page 210
Revenue Detail for Planning & Building
Revenue Account & Description
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
521201
Building Construction & Permits
252,816
352,000
185,000
-167,000
-47%
521402
Planning Permits
144,292
175,000
130,000
-45,000
-26%
531703
Fines-Abandoned Vehicles
125
1,600
0
-1,600
-100%
531704
Code Enforcement Fines
1,000
0
1,500
1,500
100%
542001
Rent-Real Estate
2,000
0
0
0
0%
550108
Abandoned Vehicle Fines
0
10,122
0
-10,122
-100%
561904
Planning & Building Services
1,920
3,900
3,000
-900
-23%
561905
Mining Inspection Fees
35,870
42,000
42,000
0
0%
564600
Developer Reimbursements
676,524
35,000
30,000
-5,000
-14%
570010
Ag Comm Copier Reimb
0
2,400
2,400
0
0%
570010
SB90 Reimbursement
0
0
10,000
10,000
0%
570011
Prior Year - Misc
2,516
0
0
0
0%
576012
Habitat Trust
0
99357
93,394
-5,963
-6%
1,117,063
721,379
497,294
-224,085
-31%
Total Revenues
Recommended Budget FY 2010-2011
Page 211
MISSION The mission of the San Benito County Planning and Building Inspection Services Department is to provide quality services and enhance the safety, health, well-being and quality of life for San Benito County residents. This budget unit performs a variety of planning and regulatory activities by balancing the needs of its residents through land use planning, environmental quality management and community development in accordance with local, State and federal land use regulations. MAJOR SERVICES & ACTIVITIES The Planning and Building Inspection Services Department is comprised of three principal divisions. These divisions consist of Planning, Building Inspection Services and Code Enforcement/Nuisance Abatement. Each division protects the health, safety and welfare of the general public through the administration and enforcement of the General Plan, County Ordinances, permit regulations, County policy and local, State and federal laws. The Department also serves as staff to the Planning Commission whose mission is to provide the vision, leadership and planning expertise necessary to achieve a community in which each citizen’s quality of life is maintained at the highest levels. The staff also to provides assistance and oversees the activities of the General Plan Advisory Committee, Affordable Housing Ad Hoc Committee, Transfer of Development Credits Advisory Committee and other County departments in preparation of information and presentations to the Planning Commission and Board of Supervisors. ACCOMPLISHMENTS FOR FY 2009-2010 •
The Housing Element received initial certification from the State Housing & Community Development Agency.
•
Amended the Affordable Housing Ordinance, the General Plan, and the Growth Management Ordinance.
•
Introduced the state mandated Landscape Ordinance.
•
Completed Phase Two of the General Plan Update.
•
Completed draft Habitat Conservation Plan and submitted to the Board of Supervisors for review.
OBJECTIVES FOR FY 2010-2011 •
Complete the processing of the Solargen Energy Use Permit and Santana Ranch Specific Plan.
•
Develop and process of the Fairview Corners Specific Plan.
•
Process the required environmental review of a proposed equestrian center.
•
Schedule and facilitate Planning Commission workshops and Public Hearings to consider recommended revisions to the Affordable Housing Ordinance and elements of the Inclusionary housing fees.
•
Schedule and facilitate workshops and public hearings for the development of a Transfer of Development Credits (TDC) Ordinance.
Recommended Budget FY 2010-2011
Page 212
•
Acquire and implement a building and planning permit software upgrade.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS –Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees less recommended staffing reductions. The compensation projections include voluntary and negotiated furlough days for a savings of $36,680 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $ 52,405. Based on Building Division activity, the position of the County Building Inspector position is recommended for reduction from 85% to 50% time due to lack of full-time activity and revenue. The salary and benefit savings from this reduction is $28,230. The department does not foresee an impact on the level of service for construction inspections based on the past twenty four (24) months of activity. Currently inspections are conducted within 24 hours of request by the County Inspector. Building Inspections declined to 910 or 45% in FY 2009-10 when compared to FY 2008-10. This decline is expected to continue in FY 2010-11 and necessitates the reduction of the Building Inspector to .50 FTE. One Assistant Planner position is funded by Habitat Conservation fees. In addition to land use projects with habitat issues, this position is committed to the completion of the Habitat Conservation Plan currently in process. This employee also serves as a specialized resource to other staff and the public on habitat issues and requirements. Should the Board complete the Habitat Conservation Plan during FY 2010-11, this position would be responsible for mitigation monitoring and reporting programs pursuant to the California Environmental Quality Act (CEQA) which is paid for by the project applicant. With approval of anticipated entitlements for several large projects, mitigation monitoring and reporting fees paid by the project applicant or developer would potentially partially fund this position. The Director of Planning position is estimated to be filled for an eleven (11) month period during this fiscal year. The transfer of the .5 FTE GIS analyst position to the Geographical Information System (BU 107) creates a decrease for this budget, but the General Plan budget unit (BU 272) absorbs the expenses to cover the services for that activity. The Code Enforcement Officer position has also been reduced by .08FTE to better reflect the activities performed and because there is offsetting revenue in the Abandoned Vehicle budget. NEW POSITIONS - No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – The budget request includes $14,292 for temporary/extra help which funds one Office Assistant III for a maximum of 900 hours. This position provides assistance with the project processing, general clerical, front office duties, vacation and sick relief, General Plan Advisory Committee (GPAC) and Planning Commission support. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11.
Recommended Budget FY 2010-2011
Page 213
SERVICES & SUPPLIES – Increases in specific line items reflect vendor price increases. Travel, Training & Meetings is limited and only provides for mandated employee education. Such training will be closely evaluated prior to any approval and expenditure. Additional reductions have been made in Membership Dues by limiting memberships to only departmental or County, and not individual employee dues. Expenses related to projects with reimbursement agreements are billed back to the developer. Examples include newspaper noticing, special mailings, postage and other clerical supplies, reimbursable expenses are not limited to salaries and benefits. Leases for Equipment include appropriations for temporary record storage, a postage machine and a leased photocopier. The lease for the copier expires mid fiscal year and is planned for replacement. Professional Services includes the mining consultant contract in the amount of $42,000 and the contract expense with Benchmark Resources (fka Resource Design) is offset by mining operators’ revenue. Precision Inspection Services contract is estimated at $150,000. Expenses are dependent upon permit issuance activity and are funded by permit fees of which Precision receives a percentage of the net building permit fee. The balance of this line item also includes contract expenses for the Interim Planning Director. Also included in this line item is the cost of the contract for the Interim Planning Director that will be terminated upon the employment of a full-time Director. Special Department Expense has $15,000 appropriated to cover Planning Commissioners’ stipends and expenses. Elimination of the permit streamlining audit expense and anticipated on-call work for habitat studies by an outside consultant results in a savings in this line item of $92,500 compared to Adopted FY 2009-10. An in-house planner is able to perform anticipated habitat work and no other expenses are anticipated. A $20,000 appropriation to complete a permit streamlining review is recommended in Budget Unit #180. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Overall revenue sources for this budget unit are decreased by $224,085 for FY 2010-11 based on current activity from all revenue sources. This is primarily due to a decrease in construction resulting in fewer building permits issued and inspections required that have resulted in 47% less in revenues for this department. Developer reimbursements were higher in FY 2009-10 due to the Solargen Energy project reimbursement agreement. Processing for both Santana Ranch and Solargen Energy projects are expected to be completed in Fiscal Year 2010-11. Mitigation monitoring and reporting programs paid by the project applicant will commence if construction begins as a result of project approvals. Other revenue generating projects include development projects currently in process. Several tasks have been processed in-house during the latter part of FY 2009-2010 and funded by project applicants through reimbursement agreements. This funding supports salaries, benefits and related overhead expenses.
Recommended Budget FY 2010-2011
Page 214
Increased Code Enforcement activities during Fiscal Year 2009-10 generated higher than budgeted revenues and are expected to remain steady in FY 2010-11. The recently reinstated SB90/Program 219, the Open Meetings Act/Brown Act Reform mandated cost reimbursement program that was suspended temporarily in 2005 is expected to generate revenue back to the County. Approximately $97,113 county-wide is estimated for retroactive years and the share for this department is estimated to be $10,000 in FY 2010-11. NET COUNTY COST:
$ 992,514
The Net County Cost is $992,514. This reflects an increase of $9,541 (1%) compared to the Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 215
Recommended Budget FY 2010-2011
Page 216
ABANDONED VEHICLE ABATEMENT FUND 1001 – BUDGET UNIT 271 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
35,598
39,273
45,807
6,534
17%
Services & Supplies
0
4,525
5,477
952
21%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
35,598
43,798
51,284
7,486
17%
Revenues
51,656
43,798
51,284
7,486
17%
(16,058)
0
0
0
0%
0.40
0.40
0.48
0.08
20%
Net County Cost FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS
Job Class Title Code Enforcement Officer I/II/III
Total Positions
Recommended Budget FY 2010-2011
Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
18.2/20.2/22.2
0.40
0.40
0.48
0.08
0.400
0.40
0.48
0.08
Page 217
MISSION The mission of the Abandoned Vehicle Abatement (AVA) Program is to provide residents of San Benito County the protection from physical and aesthetic deterioration of the community due to the accumulation of vehicles. The program also assists homeowners in maintaining property values by reducing blight. MAJOR SERVICES & ACTIVITIES The accumulation of abandoned, wrecked, dismantled, inoperative, or unlicensed vehicles in various neighborhoods reduces property values, promotes blight and general deterioration, invites crime, and can constitute a fire and/or health hazard. For these reasons, the California Vehicle Code (CVC) has declared these types of vehicles as a “public nuisance,” and allows cities and counties to abate them as such. The Code Enforcement Division responds to citizens’ complaints by “tagging,” i.e., applies a Warning Notice, to the windshield of vehicles parked within a public right-of-way that are in violation of California Vehicle Codes. If the vehicles are not removed within 72-hours, arrangements are made through a state contracted tow company to remove the vehicle from its current location. The cost is absorbed the by state. A similar process is used to remove vehicles from private properties. Typically, the vehicles located on private property are removed at the request of the property owners. ACCOMPLISHMENTS FOR FY 2009-2010 • •
nd
Hosted the “2 Annual Vehicle Amnesty Day”. Abated an estimated 310 abandoned, junked or inoperable vehicles.
OBJECTIVES FOR FY 2010-2011 • • •
Prevent the physical and aesthetic deterioration of the community. Assist homeowners in maintaining property values by reducing blight. Host an Annual Vehicle Amnesty Day.
Recommended Budget FY 2010-2011
Page 218
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS: Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels plus an additional .08 FTE of the Code Enforcement Officer’s time, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $1,897 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $2,510. The Code Enforcement Officer position is increased by .08 FTE for the purpose of carrying out the functions required of this budget unit. Consequently, this same position is reduced in Planning & Building (BU 265) to .52 FTE. This change in the FTE better represents the time allocated to carry out these services. NEW POSITIONS - No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES - Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – Appropriations are recovered from dedicated revenues and are related only to AVA duties. Required operating expenses are increased by 21% for general office and computer supplies, vehicle maintenance and specialized training that were previously identified in the Planning budget. OTHER CHARGES –Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES –Not applicable to this budget unit. FIXED ASSETS –Not applicable to this budget unit. REVENUES The California State Controller’s Office disburses AVA funds to San Benito County based on the percentage of vehicles abated in the County’s jurisdiction and reported in the annual status report. These allocated funds are disbursed on a quarterly basis and are to be strictly used for the staffing of existing personnel and all expenses related to the abatement, removal, and disposal as public nuisances of any abandoned, wrecked, dismantled, or inoperative vehicles or parts thereof from private or public property. NET COUNTY COST
$0
Net County Cost for this program is zero.
Recommended Budget FY 2010-2011
Page 219
Recommended Budget FY 2010-2011
Page 220
GENERAL PLAN FUND 101 – BUDGET UNIT 272 – FY 2010-2011 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
0
46,155
46,155
0%
Services & Supplies
0
400,000
353,845
(46,155)
-12%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
0
400,000
400,000
0
0%
Revenues
0
0
0
0
0%
Net County Cost
0
400,000
400,000
0
0%
0.00
0.00
0.00
0.00
0%
FTE SUMMARY
This budget unit does not have a Schedule of Authorized Full-Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 221
MAJOR SERVICES & ACTIVITIES This budget unit was created to track the expenses for the development of the General Plan. The Planning and Building Inspection Department has responsibility for environmental review, discretionary land use permitting and long range planning activities based on General Plan guidelines. The General Plan contains several elements that require mandated updates periodically. ACCOMPLISHMENTS FOR FY 2010-2011 •
Received a conditional certification from State Housing Community Development (HDC) for the Housing Element, which is part of the General Plan Update
•
Continued to meet the conditions for final approval by HDC for the Housing Element as required.
•
Consultant completed a majority of Phase Two as approved in the project schedule for the General Plan Update.
•
Met with the General Plan Advisory Committee regarding General Plan technical documents for review.
•
Presented related General Plan technical documents for public review by the Planning Commission and the Board of Supervisors.
OBJECTIVES FOR FY 2010-2011 •
Complete required Housing Element and other related minor General Plan technical documents for public review by the Planning Commission and the Board.
•
Coordinate with the General Plan Advisory Committee and General Plan consultant on Phase Two of the General Plan Update.
RECOMMENDED BUDGET EXPENDITURES SALARIES & BENEFITS - Salary Savings/Cost line item contains costs to cover .50 FTE of the GIS Analyst position budgeted in the GIS budget that is assigned specific tasks for the benefit of the General Plan. SERVICES & SUPPLIES – The only line item utilized in this budget unit is Professional Services for contracts. The funding recommended provides for the General Plan Consultant for the full fiscal year and additional funds to cover CMAP, newspaper publications, special meetings or agendas, legal fees and copies of DVDs.
Recommended Budget FY 2010-2011
Page 222
REVENUES There is no revenue associated with this budget unit. NET COUNTY COST
$400,000
The Net County cost is $400,000 and is appropriated through use of the General Fund Balance Reserves, previously identified by the Board of Supervisors to be used for this purpose.
Recommended Budget FY 2010-2011
Page 223
Recommended Budget FY 2010-2011
Page 224
LAND DEVELOPMENT PROJECTS FUND 1001 – BUDGET UNIT – 273 – FY 2010-2011 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
0
0
0
0%
Services & Supplies
0
150,000
518,775
368,775
246%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
0
150,000
518,775
368,775
246%
Revenues
0
150,000
518,775
368,775
246%
Net County Cost
0
0
0
0
0%
0.00
0.00
0.00
0.00
0%
FTE SUMMARY
This budget unit does not have a Schedule of Authorized Full-Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 225
MAJOR SERVICES & ACTIVITIES This budget unit was created in FY 2009-10 to account for external consultants costs regarding time and expenses for specific projects. Land development projects are typically long term, include multiple outside consultants, agencies and have reimbursement agreements with the developers. This budget unit does not account for all related County staff costs reflected in the operations budgets for Planning and Building, Public Works, County Counsel and other departments. These costs are reimbursed by the developers in those perspective budget units. ACCOMPLISHMENTS FOR FY 2009-2010 • •
Processing of Santana Ranch with execution of reimbursement agreement. Processing of Solargen Energy with execution of reimbursement agreement.
OBJECTIVES FOR FY 2010-2011 Specific projects anticipated for processing include: • Santana Ranch • Solargen Energy • Fairview Corners • Development, approval and execution of a reimbursement agreement with the developer for the Fairview Corners project. RECOMMENDED BUDGET EXPENDITURES SALARIES & BENEFITS – Not applicable to this budget unit. SERVICES & SUPPLIES – The only line item utilized in this budget unit is Professional Services for contracts. The appropriation recommended is for the consultant contract balances already approved by the Board of Supervisors for Santana Ranch and Solargen. In addition, an appropriation for the consultants for the Fairview Corners was approved in July and has been added. The developers all have reimbursement agreements with the county and incur the costs for these services. Any amendments approved to the existing contracts or new projects undertaken will be added during the fiscal year. REVENUES Developer Agreements provide for 100% reimbursement of costs in this budget unit. NET COUNTY COST
$0
Net County Cost is zero.
Recommended Budget FY 2010-2011
Page 226
Recommended Budget FY 2010-2011
Page 227
HOUSING & ECONOMIC DEVELOPMENT FUND 1001 – BUDGET UNIT 267 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
79,871
82,201
88,143
5,942
7%
Services & Supplies
70,728
94,200
87,652
(6,548)
-7%
Other Charges
0
427,991
100,000
(327,991)
-77%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
150,599
604,392
275,795
(328,597)
-54%
Revenues
87,780
514,392
197,435
(316,957)
-62%
Net County Cost
62,819
90,000
78,360
(11,640)
-13%
1.00
1.00
1.00
0.00
0%
Total Appropriations
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Housing Program Coordinator Total Positions
Recommended Budget FY 2010-2011
Salary Range 23.6
Actual 2008-09 1.00
Adopted 2009-10 1.00
Recomm 2010-11 1.00
Change
1.00
1.00
1.00
0.00
0.00
Page 228
MISSION The Housing and Economic Development Division of the Planning and Building Department is responsible for assisting with the creation and preservation of affordable housing in the community. MAJOR SERVICES & ACTIVITIES The Housing and Economic Development Division directly administers the County’s Inclusionary Housing First-Time Homebuyer (FTHB) Program and HOME Investment Partnerships Program (HOME) First-Time Homebuyer (FTHB) Down Payment Assistance Program. Through a joint County/City Memorandum of Understanding (MOU) Agreement the Housing and Economic Development Division works directly with the City of Hollister Redevelopment Agency (RDA) to co-administer the RDA’s Hollister Second Down Payment Assistance Program (HSP), Hollister’s Neighborhood Stabilization Program (HNSP) and HOME FTHB Down Payment Assistance Program. Overall housing activities include grant writing functions for housing projects, programs and services such as the HOME Program, performing Homebuyer Education Workshops, Foreclosure Prevention Workshops and Orientation Workshops for specific housing programs available to the public. The Housing and Economic Development Division also provides assistance to the Planning and Building Department in relation to proposed small and large scale housing projects and major housing document updates such as the County’s General Plan Housing Element, Inclusionary Housing Ordinance and Administrative Manual. ACCOMPLISHMENTS FOR FY 2009-2010 •
Transferred administration of County HOME Investment Partnerships Program (HOME) to the Housing and Economic Development Division from Community Services and Workforce Development (CSWD) Department.
•
Facilitated two (2) new resale transactions for Inclusionary Housing First-Time Homebuyer (FTHB) Program and prevented two (2) foreclosures within the Riverview Estates Subdivision to keep in the Affordable Housing Program.
•
Facilitated two (2) Homebuyer Education Workshops and two (2) Foreclosure Prevention Workshops for the public.
•
Hosted the first annual City/County Housing Expo for the public.
OBJECTIVES FOR FY 2010-2011 •
Facilitate two (2) Homebuyer Education and two (2) Foreclosure Prevention Workshops annually for the public.
•
Establish HOME Loan Committee to oversee County HOME program.
•
Develop a plan to utilize County’s remaining HOME funds for eligible rental housing activities with HOME Loan Committee.
Recommended Budget FY 2010-2011
Page 229
•
Coordinate with City RDA to activate new bilingual HUD-Approved Housing Counseling Services for part-time Mortgage Foreclosure Prevention Counseling.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $3,649 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $5,230. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – There have been reductions made to better reflect prior year expenditures in Communications, Computer Supplies and Travel, Training & Meetings. Membership Dues are increased from $50,000 to $70,000 as requested by the Economic Development Corporation to support ongoing retention and marketability activities. Travel, Training & Meetings is reduced by $1,400 but allows for attendance at the annual CDBG and HOME conferences, annual CDBG and HOME Notice of Funding Availability (NOFA) trainings. Professional Services is recommended at $13,327 as part of the joint County/City Memorandum of Understanding (MOU), reflecting a $26,673 decrease. This MOU includes desk space, administrative support and management oversight provided by the City RDA. The City of Hollister has shifted administrative costs to RDA funding thereby allowing this reduction while maintaining MOU services. Special Department Expense is budgeted at $2,100 to be used for loan activity delivery costs as needed such as education, counseling, publications and underwriting activities. OTHER CHARGES – An amount of $100,000 is budgeted in Care & Support for home loans. Staff estimates that two (2) new down payment assistance loans will be issued in FY 2010-11 at an average loan amount of $50,000 per loan. Upon completion of the loan application process, an inter-fund transfer will be made from HOME Fund 2405 to HEC in order to fund the loans. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit.
Recommended Budget FY 2010-2011
Page 230
REVENUES The primary revenue source is from the Inclusionary Housing Special Revenue Fund and is used for the costs of the Housing Programs Coordinator’s salary and benefits in the amount of $88,143. When new HOME FTHB down payment assistance loans are approved, they will be funded through an inter-fund transfer from the HOME Fund in the amount of the loan plus any activity delivery costs that apply up to 6.5%. The Home Fund is currently receiving one monthly loan payment of which 10% or $692 of administrative costs will be received as revenue by fiscal year end. NET COUNTY COST
$78,360
Net County Cost is $78,360. This reflects a decrease of $11,640 or 13% compared to Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 231
Recommended Budget FY 2010-2011
Page 232
LAFCO FUND 1001 – BUDGET UNIT 275 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
74,719
81,764
63,107
(18,657)
-23%
Services & Supplies
19,139
0
0
0
0%
Other Charges
16,146
0
8,058
8,058
100%
4,000
2,390
0
(2,390)
-100%
0
0
0
0
0%
Total Appropriations
114,005
84,154
71,165
(12,989)
-15%
Revenues
114,005
84,154
71,165
(12,989)
-15%
(0)
0
0
0
0%
0.50
0.50
0.50
0.00
0%
Interdepartmental Charges Fixed Assets
Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Executive Officer
Total Positions
Recommended Budget FY 2010-2011
Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
Flat Rate
0.00
1.00
0.50
-0.50
0.000
1.000
0.50
-0.50
Page 233
MISSION This program was created to account for Local Agency Formation Commission (LAFCO) salary and benefit and A-87 Cost Plan expenses and is fully reimbursable by members. LAFCO is governed by a board of directors comprised of five (5) representatives: two from San Benito County, two from the City of Hollister and one from the City of San Juan Bautista. LAFCO reviews proposals for changes in boundaries as well as the creation or dissolution of cities or special districts within the County. RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 includes .50 FTE staff position with personnel services contracted with the County of San Benito. Personnel promotions and appointments are directed by LAFCO. SERVICES & SUPPLIES – Not applicable to this budget unit. OTHER CHARGES – The A-87 Cost Plan charge for LAFCO is $8,058, reflecting 100% increase compared to prior year budget, but that is because the cost plan charges were not budgeted. The actual charges for FY 2009-10 are $23,368, thus reflecting a decrease of $15,310. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS - Not applicable to this budget unit. REVENUES Revenue is generated from the Local Agency Formation Commission NET COUNTY COST
$0
Net County Cost is $0. This program receives a payment from the General Fund per agreement and is appropriated in General Fund Contributions & Non-Departmental Expenditures (BU 180) in the amount of 70,966.
Recommended Budget FY 2010-2011
Page 234
Recommended Budget FY 2010-2011
Page 235
PUBLIC WORKS – ADMINISTRATION AND ENGINEERING FUND 1001 – BUDGET UNIT 256 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations
408,508 92,458 0 19,230 0 520,196
630,331 73,250 0 0 0 703,581
555,120 49,550 0 0 0 604,670
(75,211) (23,700) 0 0 0 (98,911)
-12% -32% 0% 0% 0% -14%
Revenues Detail on next page
166,082
125,750
106,500
(19,250)
-15%
Net County Cost
354,114
577,831
498,170
(79,661)
-14%
9.40
10.00
7.75
(2.25)
-23%
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Actual Adopted Recomm Job Class Title Salary Range 2008-09 2009-10 2010-11 Public Works Administrator 40.6 0.10 0.50 0.25 Assistant Pub Works Director Flat 0.50 0.75 0.00 Administrative Services Manager 25.6 0.50 1.00 0.75 Capital Projects Manager 25.5 1.00 1.00 1.00 Staff Analyst 25.2 0.50 0.50 0.50 Engineering Technician 19.6 3.20 2.75 2.75 Engineer I/II / Senior 23.1/26.1/29.4 0.75 0.75 0.75 Office Assistant III or Sec I/II 10.9/12.9/14.9 1.85 1.75 0.75 Account Clerk I/II/III 8.9/10.9/12.9 1.00 1.00 1.00 Total Positions
Recommended Budget FY 2010-2011
9.40
10.00
7.75
Change (0.25) (0.75) (0.25) 0.00 0.00 0.00 0.00 (1.00) 0.00 (2.25)
Page 236
Revenue Detail for Public Works - Administration and Engineering
Revenue Account & Description
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
521301
Road Privileges & Permits
6,276
6,000
4,000
-2,000
-33%
550103
Highway Users Tax Admin
21,671
20,000
20,000
0
0%
561901
Inspection Fees
0
53,000
42,000
-11,000
-21%
561902
Surveyor Inspection Fees
49,028
0
0
0
0%
561903
Development Process Fees
3,112
0
18,000
18,000
0%
561904
Plan and Eng Services
1,652
1,500
1,500
0
0%
562802
Encroachment Permits
38,689
38,500
5,000
-33,500
-87%
564501
Copies
23,073
1,750
1,000
-750
-43%
564600
Developer Charges
0
5,000
15,000
10,000
200%
576015
Capital Imp Impact Fees
2,577
0
0
0
0%
570009
Reimb - County Departments
20,004
0
0
0
0%
166,082
125,750
106,500
-19,250
-15%
Total Revenues
Recommended Budget FY 2010-2011
Page 237
MISSION The mission of the Public Works Department is to provide well-maintained roads, bridges, and parks; to maintain and improve County-owned facilities; and support public safety and quality of life in a rural San Benito County. MAJOR SERVICES & ACTIVITIES The Public Works Department services and activities include the following: Administrative Services Division: Departmental administrative and budgetary support. Engineering Division: Road design, surveying, right-of-way acquisition, transportation planning, roads and bridge improvements. This area of responsibility includes management of all Capital Improvement Projects as established in the 5-Year Roads Capital Improvement Program. Maintenance Division: Preventative maintenance and repairs of County-owned parks and facilities providing contracting support for materials, services, capital projects and managing Veterans Memorial and Historical Park rental facilities. Construction Division: Design and construction management for new and improvements to existing County facilities. This division develops project scopes, schedules and budgets for a 5-Year County Facility Capital Improvement Program. ACCOMPLISHMENTS FOR FY 2009-2010 • • • • •
Completed Pavement Management System data gathering. Established monthly operational expenditure and revenue review with Senior Staff. Established monthly Safety Meetings. Implemented roads, bridge and capital projects. Initiated evaluation of Department’s processes and procedures related to development services and cooperated in developing re-design and restructuring alternatives for improving these services.
OBJECTIVES FOR FY 2010-2011 • • • • •
Promote safe and pleasant conditions for residents, pedestrians, bicyclists and motorists on neighborhood streets. Improve arterial/collector roadway system. Timely response to all customer inquiries. Provide financial management, contract monitoring, technical assistance and administrative support. Interact with federal and state agencies such as the Environmental Protection Agency (EPA), Bureau of Land Management (BLM) and California Department of Transportation.
Recommended Budget FY 2010-2011
Page 238
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $26,851 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits, in the amount of $55,249. Included in Force Labor is 0.25 FTE for a Management Analyst in the amount of $28,209 from the County Administrative Office. The cost of these employee services will be allocated to the appropriate capital projects and CSA’s, and are offset by a corresponding credit in Salary and Benefit Savings. Additionally, .75 FTE Assistant Public Works Director, .25 FTE of the Public Works Administrator and .25 FTE of the Administration Services Manager are recommended for reassignment to the Road Fund to reflect level of effort to support the road program. Finally, it is recommended that 1.0 FTE filled Secretary position, be eliminated from the Budget Unit and the Department. This fiscal year, it is estimated that there will be salary savings in this budget unit of $185,000, $28,209 of which is for the Management Analyst supporting capital projects and CSA’s. The balance of the projected salary savings are for the estimated level of effort to be expended by staff on the capital projects in the Capital Outlay Fund and the Roads and Bridges Capital Improvement Projects. NEW POSITIONS - No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES - The recommended Services and Supplies reflect an overall decrease of $23,700 from prior year adopted amounts to reflect prior year spending patterns and operational needs. Professional Services are reduced by $18,000, eliminating contracted architectural services for County building improvements, which are no longer needed with the hiring of the Capital Projects Manager, maintaining funding for survey services only. Travel, Training & Meetings is reduced by $2,000, providing resources for grant workshops and certification coursework for staff. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS - Not applicable to this budget unit.
Recommended Budget FY 2010-2011
Page 239
REVENUES Revenue for FY 2010-11 is projected at $106,500, $19,250 less than the FY 2009-10 Adopted Budget, and reflects a projection based upon the FY 2009-10 actual revenue received and in consideration of current development trends. •
Road Privileges & Permits $4,000 - A recommended decrease of $2,000 reflect prior year revenue as a sign of continued instability the area’s construction sector, building and construction activity is conservatively projected at the rate of 50% of the prior years revenue.
•
Inspection Fees $42,000 – A recommended decrease of $11,000 reflects current year estimates which are a direct result of the reduction in building and construction permits issued.
•
Development Processing Fees $18,000 – A recommended increase of $18,000 reflect prior year revenue in anticipation of Developer applications that are in process or are nearing final review.
•
Planning and Engineering Services $1,500 - Recommended to reflect prior year revenue and anticipated ongoing developer or citizen service requests.
•
Copies $1,000 – A recommended decrease of $750 to reflect prior year revenue as the department did not realize the projected copy requests.
•
Highway Users Tax Administration $20,000 – Recommended at $20,000 to reflect current year estimates and prior year allocations for the support provided to the Road Fund.
•
Developer Charges $15,000 - A recommended increase of $10,000 to reflect current year estimates and anticipated Developer application fees.
•
Encroachment Permits $5,000 – A recommended decrease of $33,500 to reflect current year estimates. The Prior year’s estimates were based on an average that included an unexpected large PG&E Encroachment Permit. Estimates are now based on an average that does not include this source of revenue.
NET COUNTY COST
$498,170
Net County Cost is $498,170. This reflects a decrease of $79,661 or 14% compared to the Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 240
Recommended Budget FY 2010-2011
Page 241
PUBLIC WORKS – ROAD MAINTENANCE FUND 2101 – BUDGET UNIT 303 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations
1,529,348 719,839 5,040 60,434 7,583 2,322,244
1,398,245 683,150 80,562 97,400 146,100 2,405,457
1,456,101 744,275 97,644 0 0 2,298,020
57,856 61,125 17,082 (97,400) (146,100) (107,437)
4% 9% 21% -100% -100% -4%
Revenues Detail on next page
1,753,989
2,192,916
1,979,520
(213,396)
-09%
568,255
212,541
346,300
133,759
63%
22.00
20.00
21.25
1.25
6%
Net County Cost FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Actual Adopted Recomm Job Class Title Salary Range 2008-09 2009-10 2010-11 Public Works Administrator
Change
40.6
0.45
0.25
0.50
0.50
Assistant Director of Public Works
Flat
0.50
0.25
1.00
0.75
Administrative Services Manager
25.6
0.00
0.00
0.25
0.25
Public Works Superintendent
25.6
0.40
1.00
1.00
0.00
Heavy Equipment Mechanic III
20.2
1.00
1.00
0.00
(1.00)
Road Maintenance Supervisor
19.2
4.90
4.00
4.00
0.00
11.2/13.2/15.2
3.00
3.00
1.00
(2.00)
Road Maintenance Worker I/II
11.2/13.2
7.00
7.00
9.00
2.00
Heavy Equipment Mechanic I
15.2
1.00
1.00
2.00
1.00
Road Maintenance Worker I/II/III
Work Crew Supervisor
13.9
1.50
1.00
1.00
0.00
23.1/26.1/29.4
0.25
0.25
0.25
0.00
Account Clerk III
12.9
1.00
1.00
1.00
0.00
Heavy Equipment Mechanic Asst.
12.2
1.00
0.00
0.00
0.00
Engineer Technician
19.6
0.80
0.25
0.25
0.00
22.800
20.00
21.25
1.25
Engineer I/II/Senior
Total Positions
Recommended Budget FY 2010-2011
Page 242
Revenue Detail for Roads Maintenance Revenue Account & Description 541001
Interest Revenue
550101
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
56,309
51,900
15,000
(36,900)
-71.1%
Highway Users Tax 2105
439,449
440,000
891,890
451,890
51.0%
550102
Highway Users Tax 2104
560,984
560,000
0
(560,000)
-100.0%
550104
Highway Users Tax 2106
123,151
120,000
0
(120,000)
-100.0%
550105
Highway Rent In-Lieu
629
0
0
0
0.0%
550113
Prop 1B
400,214
416,916
816,541
399,625
-100.0%
570010
Reimburse from Other Agencies
5,813
0
0
0
0.0%
575004
Landfill Dev and Div Reserve
0
0
20,000
20,000
100.0%
576001
Equipment Impact Fees
0
146,100
0
(146,100)
-100.0%
576012
Traffic Congestion Relief Fund Road Services Interdepartmental
0
300,000
78,289
(221,711)
-73.9%
167,440
158,000
158,000
0
0.0%
1,753,989
2,192,916
1,979,720
(213,196)
-.90%
580006
Total Revenues
Recommended Budget FY 2010-2011
Page 243
MISSION The Road Maintenance Division’s primary responsibility includes maintaining roads and bridges in the County; exceptions are state highways, city streets, or private roads. The mission of this Division is to provide the citizens of San Benito County with safe and well-maintained roads and bridges in a cost effective manner. MAJOR SERVICES & ACTIVITIES The activities provided by this budget unit are state mandated; however, the Board of Supervisors has some discretion as to the level-of-service provided. Maintenance of the County’s 395 miles of roads, most of which are paved, is the primary responsibility of the Road Maintenance Division of the San Benito County Public Works Department. Road maintenance typically involves maintaining the roadway shoulder and pavement by grading of right-of-way and performing minor surface repairs. Among other responsibilities, the Road Maintenance Division provides upkeep on traffic signals, signs, beacons, centerline striping and drainage facilities as well as vegetation control. ACCOMPLISHMENTS FOR FY 2009-2010
• •
Chip-sealed Mitchell and Freitas Roads.
• • •
Trimmed trees along roadways, enhancing bike, pedestrian, and driver safety.
Completed Slurry Seal Program, utilizing American Recovery Reinvestment Act funds on Fairview, Union and Southside Roads. Repaired and patched pot holes on all County roadways. Removed weeds along roadways to aid in the prevention of wildfires.
OBJECTIVES FOR FY 2010-2011 • • • • • •
Prepare roads for Chip and Slurry Seal in accordance with approved Pavement Management System. Maintain vegetation area and sound wall along Highway 25 until Caltrans route adoption. This maintenance work is shared with the City of Hollister, which is providing street sweeping and traffic signal maintenance. Grade roadway shoulders throughout the County. Repair culverts and replace deteriorated ones as needed. Repair and patch potholes on all County roadways. Remove weeds along County roads.
Recommended Budget FY 2010-2011
Page 244
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized and recommended staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $62,385 and related accrual of mandatory benefits. As prescribed by GAAP, OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $128,469. Additionally, a reallocation of staff from Administration and Engineering Budget Unit in support of Roads and Capital Improvement Projects includes 0.25 FTE for the Public Works Administrator, 1.00 FTE Assistant Public Works Administrator, 0.25 FTE of an Administrative Services Manager, to reflect the level of effort expended to support the Road Maintenance budget unit. There is Force Labor in the amount of $54,843 for 0.50 FTE Accountant III, located in the Auditor’s Office, supporting road and bridge projects. This fiscal year, it is estimated that there will be salary savings in this budget unit of $259,000. This reflects staff costs recovered from specific capital projects budgeted in Roads and Bridges Capital Improvement Projects budget unit. NEW POSITIONS - No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - The budget includes $7,022 for temporary/extra help. A temporary position is necessary to back fill a vacancy resulting from a recent retirement. Use of temporary help maintains service levels during a time when State funding is uncertain. Staff anticipates pursuing permanent recruitment to fill the current vacancy filled at a temporary level upon FY 2010-11 budget adoption. OVERTIME WAGES - The budget request includes $6,864 for overtime wages in FY 2010-11. Overtime wages are comprised of an average of 17 hours in road related call-outs per month necessary to maintain road safety that could be compromised due to weather, accidents or road system failure. SERVICES & SUPPLIES - The recommended Services and Supplies reflect an overall increase of $89,125 from the prior year adopted budget. An increase of $25,000 is recommended for the Maintenance of Equipment due to the aging of equipment and increased maintenance costs. Additionally, there is a new allocation of $20,000 in Professional Services for hazardous material clean-up and $28,000 for environmental consultant for bridge vegetation removal. Additional increases are recommended for computer equipment and software for the vehicle maintenance shop in the amount of $4,500, $4,275 for small tool replacements and $12,000 for staff training in CPR, pesticide applicator licensing, forklift certifications, and hazardous material handling. OTHER CHARGES - A-87 Cost Plan charges of $97,644 are for countywide overhead costs. This amount is $17,082 more than prior year adopted. This is a result of a correction roll-forward from FY 2008-09. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS - Not applicable to this budget unit.
Recommended Budget FY 2010-2011
Page 245
REVENUES •
Highway Users Tax Administration is recommended at $891,890, is based upon the estimated State allocation and the resources to support the FY 2010-11 road maintenance activities.
•
Proposition 1B funding is recommended at $816,541. This reflects an increase of 96% and is based on County funding application for preventative maintenance.
•
Traffic Congestion Relief Fund is recommended at $78,289. This reflects a decrease of 74%. The use of these revenues is reduced as Proposition 1B funding, which has a sunset on its use, was increased.
•
Landfill Development and Diversion Reserve is recommended at $20,000. allocated for hazardous material clean-up.
•
Road Services Interdepartmental Charges is recommended at $158,000 based on prior year collection. Funds are received from County departments for fuel charges.
•
Interest is recognized and earned by the Road Fund. Based on current year revenue, $15,000 is recommended and represents a 29% decrease from prior year.
NET COUNTY COST
This revenue is
$346,300
Net County Cost is $346,300, an increase from FY 2009-10. This increase is due to the under-allocation of the mandated Maintenance-of-Effort “General Fund Contribution” of $279,272 in FY 2009-10. In order to maintain the County’s allocation of State Traffic Congestion Relief (TCRF) and Highway Users Tax (HUTA) Revenues, the total mandated General Fund contribution must be achieved over two fiscal years. Since the General Fund contribution in FY 2009-10 was $212,271, it is necessary to allocate an additional $67,000 this fiscal year to ensure the state mandated allocation is achieved.
Recommended Budget FY 2010-2011
Page 246
Recommended Budget FY 2010-2011
Page 247
ROADS AND BRIDGES CAPITAL IMPROVEMENT PROJECTS FUND 2102 – BUDGET UNIT 510 – FY 2010-11 RECOMMENDED Adopted 2009-2010
Recomm 2010-2011
3,317,856
23,108,753
23,994,250
885,497
4%
3,317,856
23,108,753
23,994,250
885,497
4%
0
20,000
19,506
(494)
-2%
5,297
720,000
1,101,342
381,342
53%
18,258
0
0
0
0%
State Bicycle Transportation Fund
0
705,641
705,641
0
0%
Safe Route to School Fund
0
450,000
450,000
0
0%
49,739
1,127,881
1,778,465
650,584
58%
Transportation Development Act
0
442,000
441,952
(48)
0%
AB2766
0
110,000
110,000
0
0%
16,995
1,526,713
1,506,052
(20,661)
-1%
American Recovery & Reinvestment Act
0
1,167,715
82,915
(1,084,800)
-93%
New Landfill Dev. and Div. Act
0
300,000
300,000
0
0%
342,201
0
0
0
0%
0
159,147
159,147
0
0%
82,971
0
0
0
0%
0
857,000
164,373
(692,627)
-81%
2,192,321
13,501,497
15,177,315
1,675,818
12%
Misc Transfer from Trust
0
83,500
70,000
(13,500)
-16%
Traffic Congestion Relief Fund
0
60,000
59,506
(494)
-1%
Santa Ana Drain Trust Acct
518,303
0
0
0
0%
Cienega Road Realignment
26,529
0
0
0
0%
Traffic Impact Fees
65,242
1,877,659
1,868,036
(9,623)
-1%
$3,317,856
$23,108,753
$23,994,250
$885,497
4%
0
0
0
0
Fiscal Summary
Actual 2008-2009
Increase/ Decrease
% of Change
Appropriations: Fixed Assets Total Appropriations
Revenues SHOPP Proposition 1B Monterey Air Pollution Control
Regional Surface Transportation
CA OES (Hosp Rd)
Reimbursable, Other Council of Govt (CMAQ Grant) ISTEA Trust Transfer Benefit Trust Transfer FHWA Reimbursement
Total Revenues
Net County Cost
Recommended Budget FY 2010-2011
Page 248
MISSION The mission of the Public Works Department is to provide a safe and efficient transportation network for motorists, pedestrians, bicyclists, and transit patrons. This entails both providing for the expansion of the road system to maintain the level-of-service of roads while accommodating growth and maintaining and upgrading the existing network to current standards. MAJOR SERVICES & ACTIVITIES The Public Works Department currently maintains approximately 400 miles of roads throughout the unincorporated area of the county. The majority are paved while some are still gravel-surfaced. This budget unit funds capital improvement projects required to either upgrade or expand the current road programs, through TIF (Traffic Impact Fees), Developer Fees, Benefit Areas, and state or federal grants with or without local match required. ACCOMPLISHMENTS FOR FY 2009-2010 The following projects were completed in FY 2009-10: •
Southside Road Asphalt Overlay Project (American Recover and Reinvestment Act funding)
•
Union Road Asphalt Overlay Project (American Recover and Reinvestment Act funding)
•
Fairview Road Asphalt Overlay Project (American Recover and Reinvestment Act funding)
•
City of Hollister Development Improvement Reimbursement (Intersection improvement, San Juan Hollister Road)
Preliminary Engineering and Design efforts continue or were initiated for the following projects: •
John Smith Road Realignment
•
Union Road Bridge Replacement
•
Hospital Road Bridge Replacement
•
Cienega Road Realignment
•
San Juan Bike Lane Project
•
Street Light at Buena Vista and Hwy 156
•
Street Light at Panoche Road and Hwy 25
•
Street Rehab – El Camino Paraiso
•
Street Rehab – Santa Rosa Drive
Recommended Budget FY 2010-2011
Page 249
OBJECTIVES FOR FY 2010-2011 Following are highlights of the Recommended FY 2010-11 Roads and Bridges Capital Budget: •
Union Road and Hospital Road Bridges are proceeding through the Preliminary Engineering phase.
•
The Cienega Road Bridge project, Phase II will be awarded once the right-of-way acquisition is complete.
•
John Smith Road Realignment project, including a traffic signal at its intersection with Fairview Road, is scheduled for award during the fall of 2010.
•
The San Juan Bike Lane project construction contract is scheduled for award in 2010. COG managed the design efforts for this project; however, Public Works will provide construction management.
•
Panoche Road, Rocks Road, Rosa Morada, and Shore Road Bridge projects will begin the Preliminary Engineering phase.
•
Several overlay projects are scheduled: Hillcrest Road between Fairview Road and Memorial Drive AC Overlay, Street Rehabilitation of El Camino Paraiso, San Felipe and Santa Rosa Drive. Additionally, funding is allocated to complete the engineer’s reports for Fairview Road and Union Road AC Overlay projects.
•
Two (2) Street Lights proposed at Panoche and Highway 25 and Buena Vista and Highway 156 are scheduled for installation upon CALTRANS review and approval.
•
Guardrail Improvements are proposed for Fairview, John Smith, and Shore Roads.
•
Traffic Signal Installation Project at the intersection of Fairview and Santa Ana Road.
RECOMMENDED BUDGET FIXED ASSETS The Fixed Assets for this Budget Unit are Capital Road and Bridge Improvement projects. The following table identifies the projects continuing from the FY 2009-10 fiscal year and new projects to be initiated in FY 2010-11. The budget requested is based on the project schedules and the necessity to have funding available for design and/or construction contract awards. Therefore, portions of the FY 2010-11 recommended budget may be re-budgeted to FY 2011-12 to complete design or construction efforts. The FY 2010-11 project budget appropriations recommended by Public Works for the following projects totals $23,994,250, and includes sixteen projects continuing from FY 2009-10 and nine new projects.
Recommended Budget FY 2010-2011
Page 250
Project Lovers Lane Drainage Improvements Cienega Road Realignment John Smith Road Realignment Project San Juan Bike Lane Project Street Rehab – El Camino Paraiso Street Rehab – San Felipe Frontage Street Rehab – Santa Rosa Drive Union Road Bridge Replacement Hospital Road Bridge Replacement Dev. Imp. Reimbursement – Newman Subdivision Dev. Imp. Reimbursement – Fairview and Comstock Panoche Bridge Replacement Street Light @ Panoche and Hwy 25 Street Light @ Buena Vista and Hwy 156 Fairview Road AC Overlay Union Road AC Overlay
FY 2009-10 Adopted $45,000
FIXED ASSETS FY 2009-10 Est. Expenses 0
FY 2010-11 Requested $45,000
FY 2010-11 Recommended $45,000
$1,757,325
$693,000
$1,464,698
$1,464,698
$1,877,659
$10,000
$1,868,036
$1,868,036
$1,866,788
$50
$1,866,740
$1,866,740
$320,000
$10,000
$309,837
$309,837
$150,000
0
$150,000
$150,000
$250,000
$8,500
$241,505
$241,505
$1,000,000
$741,000
$1,000,000
$1,000,000
$13,275,766
$180,000
$13,096,106
$13,096,106
$70,000
0
$70,000
$70,000
$300,000
0
$300,000
$300,000
$480,000
0
$480,000
$480,000
$15,000
$500
$14,506
$14,506
$20,000
$500
$19,506
$19,506
$220,000
$197,000
$22,699
$22,699
$155,000
$60,216
$60,216
$0
$95,000 NEW PROJECTS $0
$800,000
$800,000
$0
$0
$450,000
$450,000
$0
$0
$380,000
$380,000
$0
$0
$250,000
$250,000
$0
$0
$120,700
$120,700
Shore Road Bridge Replacement Rocks Road Bridge Replacement Rosa Morada Bridge Replacement Guardrail Imp. – Shore Road Guardrail Imp. – Salinas Grade
Recommended Budget FY 2010-2011
Page 251
Project Guardrail Imp. – Fairview /John Smith Traffic Signal – Santa Ana/Fairview Roads Bridge Preventative Maintenance Program Street Rehab – Hillcrest AC Overlay
FY2009-10 Adopted $0
FY2009-10 Est. Expenses $0
FY2010-11 Requested $120,700
FY2010-11 Recommended $120,700
$0
$0
$302,000
$302,000
$0
$0
$150,000
$150,000
$0
$0
$412,000
$412,000
REVENUES The Road and Bridge Capital Improvement Projects are funded by a variety of non-general fund sources. Expenditures for all projects are reimbursed. Of significance toward future funding of bridges in the State Highway Bridge Program, is a decision by CALTRANS to pay 100% of the eligible project costs, eliminating local agency responsibility for local match funding. There are four bridges that qualify for this change in funding (Panoche Road, Rosa Morada, Rocks Road, and Shore Road), effectively freeing up $712,425 of local match funding for other planned/unplanned, but as yet unfunded or underfunded projects. NET COUNTY COST
$0
There is no Net County Cost associated with this Budget Unit.
Recommended Budget FY 2010-2011
Page 252
Recommended Budget FY 2010-2011
Page 253
CSA INTERNAL SERVICE FUND FUND 2720 – BUDGET UNIT 101 – FY 2010-11 RECOMMENDED
Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
234,407
130,625
71,755
(58,870)
-45%
Services & Supplies
161,618
49,350
28,450
(20,900)
-42%
26,777
18,605
85,718
67,113
361%
9,614
8,766
0
(8,766)
-100%
0
0
0
0
0%
Total Appropriations
432,416
207,346
185,923
(21,423)
-10%
Revenues Detail on next page
422,439
207,346
185,923
(21,423)
-10%
Net County Cost
9,977
0
0
0
0%
FTE SUMMARY
3.15
1.80
1.80
0.00
0%
Other Charges Interdepartmental Charges Fixed Assets
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
Facilities Grounds Manager
25.5
0.00
0.05
0.05
0.00
County Services Area Coordinator
24.6
0.00
0.50
0.50
0.00
Work Crew Supervisor
13.9
0.00
0.25
0.25
0.00
9.9/11.9
1.00
1.00
1.00
0.00
1.000
1.800
1.800
0.00
Job Class Title
Parks & Grounds Worker I/II Total Positions
Recommended Budget FY 2010-2011
Page 254
Revenue Detail for CSA Internal Service Fund
Revenue Account & Description 541001
Interest
561502
CSA Admin Charges from CSA's
570010
Individual CSA Charges
Total Revenues
Recommended Budget FY 2010-2011
Actual 2008-2009
Adopted 2009-2010
Recomm 20102011
Increase/ Decrease
% of Change
1,543
2,000
1,000
-1,000
-50%
420,896
97,988
113,168
15,180
15%
0
107,358
71,755
-35,603
-33%
422,439
207,346
185,923
-21,423
-10%
Page 255
MISSION The mission of this program is to provide effective and efficient municipal services to the residents in the County Service Areas (CSA). MAJOR SERVICES & ACTIVITIES The Public Works Department is responsible for the County Service Areas. It oversees the maintenance of parks, roads, street lighting, storm drainage, landscaping, and water and sewage treatment plants in 30 County Service Areas. The CSA property owners determine the services the County performs for their CSA. ACCOMPLISHMENTS FOR FY 2009-2010
•
Successfully completed a Proposition 218 process for the 20 County Service Areas lacking a fee for County extended services, resulting in a property-owner approved fee for county extended services in 11 of the CSA’s.
•
Initiated a bidding process for the landscape services and executed a contract for services that resulted in cost savings to the CSA’s.
•
Initiated a bidding process for the water and waste water treatment services and executed a contract for services that resulted in cost savings to the CSA’s.
OBJECTIVES FOR FY 2010-2011
•
Successfully complete an all-mail ballot election for CSA Nos. 34 and 53, establishing a propertyrelated fee for county extended services.
•
Conduct meetings with each CSA at least quarterly to discuss services and encourage dialogue with property owners.
•
Complete the slurry/chip seal of the roadways in the 13 CSA’s with approved fees and budget for the service.
•
Initiate another Proposition 218 process for the seven remaining CSA’s without an approved annual maximum property-related fee.
Recommended Budget FY 2010-2011
Page 256
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $3,322 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits, in the amount of $6,848. Recommended FTEs supporting this budget unit are 1.8 FTEs which will coordinate and provide services to the County Service Areas. Staffing includes a 0.50 FTE County Service Area Coordinator position, which is vacant. Since the level of service necessary to support the CSA’s is variable, a decision has been made to staff this function via a consultant contract. This position will remain vacant this fiscal year and $20,000 of the funding will be moved to Professional Services, resulting in a salary savings of $14,042. NEW POSITIONS – No new positions are recommended for FY2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY2010-11. SERVICES & SUPPLIES – Services and supplies have been reduced overall by 42% and are based on FY 2009-10 actual costs. Professional Services is recommended at $25,000, of which $20,000 has been appropriated for CSA coordination services since the County has not been successful in filling the CSA Coordinator position. Additionally, $5,000 is budgeted to support the Elections Office for the mail ballot election. OTHER CHARGES – A-87 Cost Plan charges of $85,718 are for countywide overhead costs. This amount is $67,113 more than prior year adopted. The Cost Plan is based on FY 2008-09 costs which included 3.15 FTE’s, compared to 1.80 FTE’s in the current year. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget. REVENUES The CSA Internal Service Fund is the CSA administration budget. As part of the Proposition 218 process completed in FY2009-10, property-related fees were established to provide funding for County extended services in each individual CSA, and in some cases, the establishment of Operating and Capital Reserves. The level of effort necessary to support each CSA was analyzed and established, identifying the total building, grounds, and road maintenance staff needed to support all of the CSAs. Additionally, the CSA individual budgets include costs for utilities, water/wastewater treatment services, water district fees, and landscaping. Each CSA contributes to support the staff managing the program and services and supplies necessary to support all of the CSAs through an established Administrative Charge.
Recommended Budget FY 2010-2011
Page 257
Actual County costs for providing services to the CSAs are charged to the individual CSAs as either direct charges or indirect administrative charges, as explained below. CSA Administrative Charges from CSAs – This revenue funds the administrative costs to support the CSAs. The revenue is calculated on the total operating budget for each County Service Area, and is based on the established percentage of 9.65% for general CSAs and 10.07% for CSAs with water/wastewater treatment services. Based upon the recommended CSA Operating Budgets, this revenue is estimated at $113,000 and provides the revenue to support the administrative positions and services and supplies for the program. Individual CSA Charges – Individual CSAs are charged direct labor costs for landscape, road, and storm drainage maintenance, and water/wastewater treatment services provided by County employees. It is estimated that 1.0 FTE Building and Grounds Worker and .25 FTE Work Crew Supervisor is needed to support the CSAs. These labor charges are expected to generate $72,000 in revenue to fund the services provided. Interest – This budget unit earns interest on its fund balance. NET COUNTY COST
$0
Net County Cost is zero.
Recommended Budget FY 2010-2011
Page 258
Recommended Budget FY 2010-2011
Page 259
Recommended Budget FY 2010-2011
Page 260
Recommended Budget FY 2010-2011
Page 261
Recommended Budget FY 2010-2011
Page 262
Recommended Budget FY 2010-2011
Page 263
Recommended Budget FY 2010-2011
Page 264
Recommended Budget FY 2010-2011
Page 265
Recommended Budget FY 2010-2011
Page 266
Recommended Budget FY 2010-2011
Page 267
Recommended Budget FY 2010-2011
Page 268
Recommended Budget FY 2010-2011
Page 269
Recommended Budget FY 2010-2011
Page 270
Recommended Budget FY 2010-2011
Page 271
Recommended Budget FY 2010-2011
Page 272
Recommended Budget FY 2010-2011
Page 273
Recommended Budget FY 2010-2011
Page 274
Recommended Budget FY 2010-2011
Page 275
Recommended Budget FY 2010-2011
Page 276
Recommended Budget FY 2010-2011
Page 277
Recommended Budget FY 2010-2011
Page 278
Recommended Budget FY 2010-2011
Page 279
Recommended Budget FY 2010-2011
Page 280
Recommended Budget FY 2010-2011
Page 281
Recommended Budget FY 2010-2011
Page 282
Recommended Budget FY 2010-2011
Page 283
Recommended Budget FY 2010-2011
Page 284
Recommended Budget FY 2010-2011
Page 285
Recommended Budget FY 2010-2011
Page 286
Recommended Budget FY 2010-2011
Page 287
Recommended Budget FY 2010-2011
Page 288
Recommended Budget FY 2010-2011
Page 289
Recommended Budget FY 2010-2011
Page 290
BUILDING AND GROUNDS MAINTENANCE FUND 1001 – BUDGET UNIT 160 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations Revenues Net County Cost FTE SUMMARY
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
392,825 318,763 0 0 0 711,588
406,335 393,150 0 0 15,000 814,485
397,552 378,300 0 0 9,000 784,852
(8,783) (14,850) 0 0 (6,000) (29,633)
-2% -4% 0% 0% -40% -4%
0
15,000
0
(15,000)
-100%
711,588
799,485
784,852
(14,633)
-2%
5.20
5.65
5.65
0.00
0%
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Salary Actual Adopted Recomm Job Class Title Range 2008-09 2009-10 2010-11 Public Works Administrator
% of Change
40.6
0.10
0.15
Change
0.15
0.00
Public Works Superintendent
25.6
0.10
0.00
0.00
0.00
Facilities and Grounds Manager
25.5
1.00
0.75
0.75
0.00
B&G Maintenance Superintendent
21.3
1.00
0.00
0.00
0.00
B&G Maintenance Supervisor
17.9
0.00
1.00
1.00
0.00
B&G Maintenance Worker I/II
12.9/14.9
1.00
1.00
1.00
0.00
10
2.00
2.00
2.00
0.00
13.9
0.00
0.75
0.75
0.00
5.20
5.65
5.65
0.00
Custodian Work Crew Supervisor Total Positions
Recommended Budget FY 2010-2011
Page 291
MISSION The mission of the Public Works Maintenance Division is to provide proper maintenance to all County owned facilities and assure safe and environmentally pleasing work conditions. MAJOR SERVICES & ACTIVITIES The Maintenance Division of the Public Works Department is responsible for the upkeep and repair of all facilities owned and operated by the County of San Benito, including office buildings, landscaping, parking lots, janitorial services, fifteen (15) HVAC systems, generators, electrical, plumbing and any other system attached to the buildings. The Maintenance Division focuses on facility preservation activities and encompasses the upkeep of property and equipment, or the work necessary to realize the originally anticipated useful life of a fixed asset. This division is responsible for the maintenance and repair of an infrastructure of approximately 100,000 square feet of owned and leased buildings and structures, including seventy (70) acres of ground maintenance. The buildings and structures range from the County Administrative Office, Public Library, Health Department Administration, Sheriff Administration, and the Jail and Juvenile Hall, to maintaining the Water and Waste Water Treatment Facilities in the County Service Areas. In recent years, this division of Public Work has progressed in the development of a County HVAC Preventative Maintenance Program, including extensive repair and replacement of obsolete high maintenance systems. In addition, the division has completed an assessment of the county-owned buildings, and is integrating required maintenance into the County’s Capital Improvement Program. Finally, this division has instituted a KBOX (Work Order) System to track man hours and materials used for general maintenance requests. All work performed is now managed and tracked as a way to determine maintenance needs and real costs to operate the County’s Facility Maintenance Program. ACCOMPLISHMENTS FOR FY 2009-2010 • • • • •
Added security gates to Public Works Administration and Planning & Building offices. Assumed management of all County owned generators. Installed reverse osmosis systems countywide. Replaced or repaired defective water shut off valves at County Courthouse. Continued to provide a high level of maintenance and repairs throughout the County.
OBJECTIVES FOR FY 2010-2011 • • • •
Remove numerous dead trees at Public Works and Migrant Workers Camp. Continue to provide a high level of maintenance and repairs throughout the County Revise and refine countywide building assessment. Continue to improve the process to handle evaluation, inventory, and storage of surplus equipment.
Recommended Budget FY 2010-2011
Page 292
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $15,779 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits, in the amount of $38,576. This fiscal year, it is estimated that there will be salary savings in this budget unit of $59,000. The Facilities and Grounds Manager is responsible for the management of several projects in the Recommended FY 2010-11 Capital Improvement Program. Estimated level of effort to support the capital projects are represented in the salary savings and will be allocated to the Capital Outlay Fund. NEW POSITIONS - No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES - Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES - Services and Supplies reflect an overall decrease of $14,850 from FY 2009-10 Adopted budget. Maintenance of Structures & Grounds is increased by $2,000, which is the net result of the elimination of $7,000 one-time funding in FY 2009-10 for the purchase and installation of reverse osmosis systems county-wide and roof repairs at the Public Works maintenance yard and a $9,000 increase for deferred maintenance at Juvenile Hall. Additionally, Professional Services is reduced by $15,500 to reflect projected costs for janitorial, elevator, plumbing, and electrical service contracts. OTHER CHARGES - Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS - Recommended fixed assets at a total of $9,000 include one (1) Alamo Industrial Flail Mower at a cost of $7,000 to replace a 15-year-old flail mower, which requires continuous repairs based upon its use and age; and one (1) new tow behind weed/pesticide sprayer at a cost of $2,000 with 2.5hp gas engine. These recommended purchases will greatly enhance the Facilities and Grounds’ personnel efficiency. REVENUES There are no revenues associated with this budget unit. There was a $15,000 inter-fund transfer budgeted from Tobacco Securitization in prior year that will not transfer in FY 2010-11.
Recommended Budget FY 2010-2011
Page 293
NET COUNTY COST
$784,852
Net County Cost is $784,852. This reflects a decrease of $14,633 or 2% in Net County Cost compared to Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 294
Recommended Budget FY 2010-2011
Page 295
CAPITAL OUTLAY FUND FUND 3000 – BUDGET UNIT (VARIES) – FY 2010-11 RECOMMENDED Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Services and Supplies
242,683
647,265
572,265
(75,000)
-12%
3,506,863
10,366,729
9,280,006
(1,086,723)
-10%
3,749,546
11,013,994
9,852,271
(1,161,723)
-11%
(18,597)
0
0
0
0%
0
0
150,000
150,000
100%
65,531
0
0
0
0%
0
300,000
1,050,000
750,000
250%
180,507
375,000
0
(375,000)
-100%
25,366
0
0
0
0%
398,416
147,265
147,265
0
0%
0
788,500
0
(788,500)
-100%
177,513
0
0
0
0%
0
2,560,000
2,500,000
(60,000)
-2%
Proposition 40
440,140
444,860
567,187
122,327
27%
Recorder Modernization Trust
403,246
0
0
0
0%
Road Equipment Impact Fee
0
265,000
841,837
576,837
218%
Sheriff's Bldg Fund
0
287,418
196,966
90,452
31%
Sheriff's Equipment Impact Fee
0
200,000
200,000
0
0%
120,552
1,827,048
913,389
(913,659)
-50%
1,913,910
3,617,611
3,285,627
(331,984)
-9%
Trans. Trust - Ag Comm Bldg
20,382
0
0
0
0%
Trans. Trust - Courthouse Security
22,580
201,292
0
(201,292)
-100%
$3,749,546
$11,013,994
$9,852,271
-$980,819
-11%
0
0
0
0
Fixed Assets Total Appropriations
Revenues Interest Revenue CA Energy Commission Grant Criminal Justice Impact Fees Landfill Dev and Diversion Reserve Fire Mitigation Fees Jail/Juvenile Hall Impact Fee General Reserve Mental Health Services Act OMS Grant - Child Care Parks and Rec Impact Fees
State Grant/Farm worker Housing Tobacco Securitization
Total Revenues
Net County Cost
Recommended Budget FY 2010-2011
Page 296
MISSION This fund and budget unit provides financing for the planning, design, construction, and acquisition of county buildings, repair or renovation of existing facilities, land acquisition, equipment and other investments in county infrastructure, except for road and bridge projects that are funded in the Public Works – Capital Improvement Projects Budget Unit. The projects described in this budget unit are included in the County 5-year Capital Improvement Program (CIP). A Detail Page for each project in the FY 2010-11 Capital Budget is provided in a separate document. The Capital Budget includes Funding Source and Expenditure Schedules, detailing projected revenues and expenditures by fiscal year and funding source. ACCOMPLISHMENTS FOR FY 2009-2010 The FY2009 - 10 Adopted Capital Budget included 27 projects. Four projects were dropped during the fiscal year: Behavioral Health Facility; Courthouse Entry Screening; Courthouse Inmate Entry; Soccer Field Lights at Vets Park. Six projects and two equipment purchases were completed by June 30, 2010: • • • • • • • •
Public Works: Purchase of a dump truck and boom truck Fire: Purchase of a Fire Engine Design and installation of BBQ pits at Historical Park Demolition of 3216 Southside Road (previous COG offices) Spring Grove School Athletic Fields Access improvements to Veterans Memorial Park Treasurers Office paint and carpet th 4 and West Street parking lot repaving
The remaining fifteen FY 2009-10 projects are recommended for re-budget to FY 2010-11. Note that the HVAC Repair and Replacement project is an ongoing allocation. One of these projects, Criminal Justice Facility Project, was split into two separate projects beginning in FY 2009-10 to manage design and construction efforts: Adult Detention Center Expansion and Sheriff Administration Building. RECOMMENDED BUDGET The FY 2010-11 Recommended Capital Budget includes (2) equipment/technology purchases and (19) facility improvement projects. The Recommended Capital Outlay Fund totals $9,852,271 and includes $572,265 for technology purchases and installation, $841,837 for equipment and vehicle purchases, $4,566,441 for new facility environmental, programming and/or design, and construction, $804,541 for facility improvements, and $3,067,187 for park/recreation enhancements. In addition to the recommended projects, three projects were requested, but not recommended this fiscal year: • • •
Demolition of the convalescent hospital on Southside Road ($556,000) Library improvements, to include the conversion of staff space to additional book stack area, providing additional space for public computer terminals. ($90,000) Purchase and installation of a self-checkout system for the Library. ($35,000)
Recommended Budget FY 2010-2011
Page 297
The focus on the FY 2010-11 Recommended Capital Outlay fund is the allocation of resources toward projects that preserve the structural integrity of the County’s existing infrastructure and improve health and safety conditions of existing facilities. Additionally, there is a continued investment in the County’s information technology program, enhancing the operating systems, and providing necessary security and equipment. EQUIPMENT AND TECHNOLOGY There are two information technology related projects and one equipment/vehicle purchase project included in the FY 2010-11 Capital Budget. Bi-Tech Upgrade $147,265 This project is a re-budget from FY2009-10. The system implementation requires functionality enhancements to address critical accounting, budget preparation, and Human Resources data management needs. This project is funded by General Fund Reserves. Equipment and Furniture $841,837 This appropriation provides the resources for the purchase of equipment over $100,000. Included in the proposal are the following vehicles: a One-Man Pothole Repair Truck; a 10-Wheel Dump Truck; a Motor grader; a 4x4 Pickup Truck with Rock Plow; a 4x4 Pickup Truck with Rock Plow and Utility Bed; a Tack Oil Kettle Trailer; a Broom Truck; and a Pickup Truck with Paint Striping attachment. These vehicles are funded with Road Equipment Impact Fees. IT Infrastructure $425,000 This project provides the needed security and proper infrastructure for the County's information technology system. Includes purchase and install the following: Backup tapes; disaster recovery software; IT office cooling; rewire various departments; wireless disaster recovery; switches, office computer equipment replacements in various departments, and needs assessment/system analysis for Treasury Management Software. This project is funded with Capital Reserve Funds. FACILITY IMPROVEMENTS Adult Detention Center Expansion $1,035,600 The County has received a conditional offer of $15,053,000 through a competitive AB900 financing process for this project, estimated at a total cost of $20 million. Included in the FY 2010-11 budget is a little more than $1 million of the $5.9 million of local match required for this project. The local match is funded with Capital Reserve Funds. A Request for Qualifications (RFQ) for the design and construction management of the jail expansion project was issued in the Spring of 2009. Interviews were conducted in July and negotiations have yet to be initiated on two separate contracts for these services that will be brought to the Board for approval in future. It will not be recommended to proceed with award of these contracts until sufficient funding is secured for the County’s entire financial match. Under the terms of the grant, the start of this project can be delayed for up seven years without loss of grant award. County Permit Center $689,792 This project is a re-budget and includes funding for the design, construction, and/or purchase of a new County permit center to house the Public Works, and Planning and Building Departments. Negotiations are underway on securing a suitable building. This project is funded with Capital Reserve Funds. (Previously named: One-Stop Permit Center)
Recommended Budget FY 2010-2011
Page 298
Courthouse Renovation $325,000 This project involves the renovation of the space currently occupied by the State Office of the Courts upon its move to the new State courthouse. The recommended funding for FY 2010-11 provides the resources to begin preliminary space planning. Consultants will also evaluate the condition of structural, mechanical, plumbing, and electrical components and hazardous materials. HVAC work, including replacement of the chiller, and elevator replacement will also be performed this year. HVAC improvements are funded through a State of California, Energy Efficiency and Conservation Block Grant, in the amount of $150,000. The remaining $175,000 is funded with Capital Reserve Funds. Farm Worker Housing $913,389 This grant-funded project is currently under construction and is scheduled for completion in 2010. HVAC Repair & Replacement $25,000 This project is recommended as a regularly budgeted item in the 5-year Capital Improvement Program. If a system failure exceeding budgeted resources occurs, additional funding may be required to complete emergency repairs. This project is funded with Capital Reserve Funds. Juvenile Hall Improvements $17,541 This project is a re-budget from FY 2009-10 and includes the funding remaining to complete improvements to the Intake Bathroom. Existing immediate health and safety concerns have been mitigated, including the purchase and installation of a new water heater, HVAC equipment, cabinetry, electronic plumbing controls, lighting, laundry, locks, and concrete repair. In FY2008-09, a new generator was purchased and installed, and the exterior/interior painting was completed. This project is funded with Capital Reserve Funds. Landfill Electrical Line $100,000 This is a re-budget from FY2009-10 and involves the completion of the installation of an electrical line at John Smith Road Landfill. This project is funded with Enterprise Funds, the Landfill Development and Diversion Reserve. New Landfill $250,000 Funding to complete the CEQA analysis for the development of a new landfill. This project is funded with Enterprise Funds, the Landfill Development and Diversion Reserve. Park Improvement Projects $297,468 This project provides for the construction of improvements to Veterans Memorial and Historical Parks. Specific projects will be brought forward for approval by the Board, upon recommendation by the Parks and Recreation and Veterans Memorial Park Commissions. (Previously named: Veterans Memorial Park Maintenance and Improvements) This project is funded with State Proposition 40 Grant Funds. Planning Department Improvements $37,000 This project is for the installation of new carpet and wall paint at the main Planning and Building Department building. (This project will be cancelled if the County Permit Center project proceeds this year.) This project is funded with Capital Reserve Funds. Public Works Yard Improvements $120,000 This project includes the construction of a 6-vehicle storage shed, storage bays for various road building materials, and exhaust control systems for the mechanics’ building. This project is funded with Capital Reserve Funds.
Recommended Budget FY 2010-2011
Page 299
Public Works Building Improvements $115,000 Repairs, tenant improvements, and exterior accessibility upgrades to Public Works modular office building. This is a re-budget from FY 2009-10 and seeks additional funding to complete the necessary work. (This project will be cancelled if the County Permit Center project proceeds this year.) This project is funded with Capital Reserve Funds. Regional Park/River Parkway $2,500,000 This project is a re-budget from FY 2009-10 and is for land acquisition, easement documentations, establishment of public and private partnerships, and master planning efforts for a Regional Park/River Parkway located in the vicinity of Nash Road, Union Road, and San Benito Street. This project is funded with State Proposition 40 Grant Funds. Resource Recovery Park $700,000 Improvements for the creation and operation of the proposed Resource Recovery Park located adjacent to the landfill. Improvements may include perimeter fencing and the widening of John Smith Road. This project is funded with Enterprise Funds, the Landfill Development and Diversion Reserve. Restrooms at Abbe Park $100,000 This project is a re-budget and includes the design and installation of a pre-fabricated restroom building at Abbe Park and will be accomplished through a joint-use agreement with the City of San Juan Bautista. The City will provide purchasing, additional labor and materials to construct the concrete slab, bring utilities to the site, site improvements ancillary to the restrooms, construction administration, and ongoing facility maintenance. This project is funded with State Proposition 40 Grant Funds. Restrooms at San Juan School $99,719 This project is a re-budget and provides for the design and preliminary construction work of a prefabricated restroom building at San Juan School Athletic Fields. These fields are used extensively by the community for soccer and baseball/softball, both on week-ends and after school. A joint-use agreement, required by the State Per Capita Grant Program for all projects on property not owned by the County, will be executed with the school district. Consistent with previously executed joint-use agreements, on-going maintenance of the restroom will be the responsibility of the school district. This project is funded with State Proposition 40 Grant Funds. Santa Ana School Playground $70,000 This project is a re-budget and provides for the purchase and installation of playground equipment at the Santa Ana School. A joint-use agreement, required by the State Per Capita Grant Program for all projects on property not owned by the County, will be executed with the school district. Consistent with previously executed joint-use agreements, on-going maintenance of the playground will be the responsibility of the school district. This project is funded with State Proposition 40 Grant Funds. Sheriff Administration Building $977,660 This project is a re-budget and includes funding for the design, construction, and/or purchase of a new Sheriff Administration Building to house the Sheriff Department. Negotiations are underway on securing a suitable building. This project is funded with multiple funding sources, and includes: $200,000 for equipment purchases (Sheriff Equipment Impact Fees and may be used for equipment only), $191,000 from Sheriff Building Reserve, and $587,000 from Capital Reserve. Sheriff Administration Building Painting $65,000 This project provides for the exterior painting of the existing Sheriff Administration Building. (This project will be cancelled if the Sheriff Administration Building project proceeds this year.) This project is funded with Capital Reserve Funds.
Recommended Budget FY 2010-2011
Page 300
REVENUES
Project Adult Detention Center
Previous Expenses
FY2010-11 Recommended
Revenue
93,227
1,035,600
102,735
147,265
General Fund Reserves
80,208
689,792
Capital Reserve
0 0
175,000 $150,000
Capital Reserve Energy Grant
1,086,611
913,389
HVAC Repair/Replacement
165,889
25,000
Capital Reserve
IT Infrastructure
452,938
425,000
Capital Reserve
Juvenile Hall Maint And Imp
242,733
17,541
Capital Reserve
Landfill Electrical Line Install
200,000
100,000
Landfill Reserve Acct.
0
250,000
Landfill Reserve Acct.
16,653
297,468
Prop 40 State Grant
0
37,000
Capital Reserve
12,841
115,000
Capital Reserve
0
120,000
Capital Reserve
Public Works Vehicles and Eq
356,087
841,837
Equipment Impact Fees
Regional Park/River Parkway
0
2,500,000
Prop 40 State Grant
Restroom @ Abbe Park
0
100,000
Prop 40 State Grant
281
99,719
Prop 40 State Grant
Resource Recovery Park
0
700,000
Santa Ana School Playground
0
70,000
Prop 40 State Grant
249,652
200,000 191,000 587,000
Sheriff Eq Imp Fees Sheriff Bldg Reserve Capital Reserve
0
65,000
3,059,855
9,852,271
Bi-Tech County Permit Center Courthouse Renovation Farm worker Housing
New Landfill Park Improvement Projects Planning Dept Bldg Improvements Public Works Modular Building Public Works Yard Imp.
Restroom @ San Juan School
Sheriff Administration Building
Sheriff Admin. Bldg. Painting TOTAL
Recommended Budget FY 2010-2011
Capital Reserve
State Grant
Landfill Reserve Acct.
Capital Reserve
Page 301
NET COUNTY COST
$0
The Capital Outlay Fund is not recommended to use General Fund resources.
Recommended Budget FY 2010-2011
Page 302
Recommended Budget FY 2010-2011
Page 303
VETERANS MEMORIAL PARK FUND 1001 – BUDGET UNIT 700 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
89,168
67,003
72,817
5,814
9%
Services & Supplies
18,812
17,238
11,415
(5,823)
-34%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
107,980
84,241
84,232
(9)
0%
Revenues
22,890
18,000
18,000
0
0%
Net County Cost
85,090
66,241
66,232
(9)
0%
1.15
0.90
0.90
0.00
0%
Total Appropriations
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Salary Actual Adopted Recomm Job Class Title Range 2008-09 2009-10 2010-11
Change
Public Works Administrator
40.6
0.05
0.05
0.05
0.00
Public Works Superintendent
25.6
0.10
0.00
0.00
0.00
Facilities and Grounds Manager
25.5
0.00
0.10
0.10
0.00
Staff Analyst
25.2
0.00
0.25
0.25
0.00
Work Crew Supervisor
13.9
1.00
0.50
0.50
0.00
1.150
0.900
0.90
0.00
Total Positions
Recommended Budget FY 2010-2011
Page 304
MISSION The Veterans Memorial Park budget unit is part of the Public Works Department, Maintenance Division. The mission of the division is to enhance the quality of life of County residents through the proper development and maintenance of open spaces, parks and recreation facilities. MAJOR SERVICES & ACTIVITIES The Veterans Memorial Park consists of day-use recreational sites. These resources provide County residents with personal, economic, environmental and social benefits. Operation and maintenance as well as planning for the future development of enhancement of Veterans Park Facilities, are the responsibility of the Public Works Department. Planning, operation and maintenance activities for the Veterans Memorial Park are included in this budget unit. The Veterans Memorial Park comprises properties donated to the County to be used for youth activities. The facility includes baseball fields for Babe Ruth, Hollister Little League, Hollister Heat and soccer fields for the Hollister Tremors. Baseball and soccer facilities are maintained by the respective organizations that use the fields. The park facility also includes two lighted basketball courts, and Bertha Briggs Youth Center, a facility that provides a meeting space for Cub Scouts, Boy Scouts, Girl Scouts, elections and rental space for private groups. The park also includes a skate park facility operated and maintained by the City of Hollister. ACCOMPLISHMENTS FOR FY 2009-2010
•
Refurbished barbeque areas.
•
Replaced non-operating cook top in Bertha Briggs Building.
•
Replaced damaged ceiling in Bertha Briggs Building.
•
Began construction of new Barbeque Shelter and Facility at Bertha Briggs Building.
•
Refurbished horseshoe playing areas.
OBJECTIVES FOR FY 2010-2011
•
Complete new barbeque shelters.
•
Refurbish basketball court surface.
•
Install lighting in barbeque shelter and facilities at Bertha Briggs Building.
•
Continue to provide a high level of maintenance and repairs throughout Veterans Memorial Park.
Recommended Budget FY 2010-2011
Page 305
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $3,595 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries and Benefits, in the amount of $5,100. This fiscal year, it is estimated that there will be salary savings in this budget unit of $18,500. There is a Park Improvement Project, funded by Proposition 40 State Grant funds, recommended in the FY 2010-11 Capital Outlay Fund, for improvements to Veterans Memorial Park. Staff assigned to this budget unit will assist with the completion of these improvements, allocating time spent on the capital project to the Capital Outlay Fund. NEW POSITIONS - No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES - Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES - Services and supplies reflect an overall decrease of $5,823 compared to FY 200910 Adopted budget. The Maintenance of Structures & Grounds is decreased by $5,200 as substantial facility improvements will be completed with Park Bond funding in the Capital Outlay Fund. Additionally, Rents and Leases of Equipment decreased by $150 and Small Tools and Instruments by $250, to reflect prior year spending. The Travel, Training & Meetings line item of $150 is eliminated from this budget unit as adequate funding for staff training is provided in Budget Unit 702 (parks maintenance staff). OTHER CHARGES - Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Park Users Fee Revenue is based on usage history for FY 2009-10, therefore the budgeted revenue of $18,000 reflects no changes from prior year estimates. NET COUNTY COST
$66,232
Net County Cost is $66,232, reflecting no change compared to Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 306
Recommended Budget FY 2010-2011
Page 307
COUNTY PARKS AND RECREATIONAL AREAS FUND 1001 – BUDGET UNIT 702 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations Revenues Net County Cost FTE SUMMARY
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
96,469 136,000 0 0 0 232,469
71,087 20,400 0 0 0 91,487
71,708 18,550 0 0 0 90,258
621 (1,850) 0 0 0 (1,229)
1% -9% 0% 0% 0% -1%
6,170
3,000
5,500
2,500
83%
226,299
88,487
84,758
(3,729)
-4%
1.15
0.90
0.90
0.00
0%
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
Public Works Administrator
40.6
0.05
0.05
0.05
0.00
Public Works Superintendent
25.6
0.10
0.00
0.00
0.00
Facilities and Grounds Manager
25.5
0.00
0.10
0.10
0.00
Staff Analyst
25.2
0.50
0.25
0.25
0.00
Work Crew Supervisor
13.9
0.50
0.50
0.50
0.00
1.15
0.90
0.90
0.00
Job Class Title
Total Positions
Recommended Budget FY 2010-2011
Page 308
MISSION The mission of this division is to enhance the quality of life of County residents through the proper development and maintenance of open spaces, parks and recreation facilities. MAJOR SERVICES & ACTIVITIES The County parks system consists of three day-use recreational sites: the Veterans Memorial Park, the Historical Park, and the federally owned San Justo Reservoir Recreation Area. These resources provide County residents with personal, economic, environmental, and social benefits. Operation and maintenance as well as planning for the future development and expansion of this recreational system are the responsibility of the Public Works Department. Planning for the overall County recreation system, as well as operation and maintenance activities for the Historical Park and San Justo Reservoir Recreation Area, are included in this budget unit. The San Justo Reservoir Recreation Area remains closed due to Zebra Mussel Infestation. Additionally, this budget unit supports the Parks and Recreation Commission. ACCOMPLISHMENTS FOR FY 2009-2010 •
Installed Horseshoe Pit facilities at Historical Park.
•
Refurbished barbeque facilities at Historical Park.
•
Removed several dead and diseased trees at Historical Park.
•
Developed pest control programs for recreation areas.
•
Monitored progress of the San Justo Reservoir Recreation Area Zebra Mussel eradication process.
OBJECTIVES FOR FY 2010-2011 •
Examine program for the replacement of trees removed in FY 2009-10.
•
Examine feasibility of establishing overnight camp facilities at Historical Park.
•
Evaluate the quality and safety of the well water at Historical Park.
•
Continue to provide a satisfactory level of maintenance and repairs throughout Parks and Recreation Facilities.
Recommended Budget FY 2010-2011
Page 309
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $3,357 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $5,100. This fiscal year, it is estimated that there will be salary savings in this budget unit of $15,000. There is a Park Improvement Project, funded by Proposition 40 State Grant funds, recommended in the FY 2010-11 Capital Outlay Fund, for improvements to Historical and Veterans Memorial Park. Staff assigned to this budget unit will assist with the completion of these improvements, allocating time spent on the capital project to the Capital Outlay Fund. NEW POSITIONS - No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES - Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES - Services and Supplies reflect an overall decrease of $1,850 or 9% from the FY 2009-10 Adopted budget. This decrease is largely attributed to a reduction of $1,250 in Travel, Training & Meetings. The majority of this line item is for the up to three (3) Parks and Recreation Commissioners representation at the annual California Parks and Recreation Society Conference. Utilities are also reduced to reflect projected expenditures. There is $3,000 budgeted in the Professional Services line item to duplicate the Parks and Recreation Facilities Master Plan, once approved by the Board. OTHER CHARGES - Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Park Users Fee Revenue is based on the revenue collected in FY 2009-10 reflecting a $2,500, or 83% increase. Improvements to the barbeque areas and the installation of a new playground is assumed to be contributing to increased use of the park. NET COUNTY COST
$84,758
Net County Cost is $84,758. This reflects a decrease of $3,729, or 4% compared to Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 310
Recommended Budget FY 2010-2011
Page 311
COUNCIL OF GOVERNMENTS FUND 2101 – BUDGET UNIT 305 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
770,922
882,477
799,628
(82,849)
-9%
Services & Supplies
0
0
0
0
0%
Other Charges
27,447
37,941
153,059
115,118
303%
Interdepartmental Charges
24,720
48,700
0
(48,700)
-100%
0
0
0
0
0%
Total Appropriations
823,089
969,118
952,687
(16,431)
-2%
Revenues
823,782
969,118
952,687
(16,431)
-2%
Net County Cost
(693)
0
0
0
0%
FTE SUMMARY
9.50
8.50
8.00
(0.50)
-6%
Fixed Assets
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
Executive Director
Flat
1.00
1.00
1.00
0.00
Transportation Manager
28.8
1.00
1.00
1.00
0.00
Supervising Mechanic
24.2
1.00
1.00
1.00
0.00
Administrative Services Specialist
20.6
1.00
1.00
1.00
0.00
Transportation Planner I/II/III
18.1/20.6/23.6
3.00
3.00
3.00
0.00
Heavy Equipment Mechanic I
15.2
1.00
1.00
1.00
0.00
10.9/12.9/14.9
1.50
1.50
1.00
(0.50)
8.500
9.50
9.00
(0.50)
Job Class Title
Office Assistant III/ Secretary I/II Total Positions
Recommended Budget FY 2010-2011
Page 312
MISSION This program was created to account for Council of Governments (COG) employees and is fully reimbursed by the Council of San Benito County Governments. The employees are paid by the Road-COG employee budget and then fully reimbursed to cover all expenses. The County of San Benito contracts with COG for administrative, auditing, personnel and legal services. COG approves their staffing positions and requests from the County use of its employees. COG reimburses the County for all personnel costs and legal fees. MAJOR SERVICES & ACITIVITIES The Council of Governments, as the Regional Transportation Planning Agency for San Benito County, is a pro-active agency dedicated to transportation planning activities including highways, local streets and roads, bikeways and pedestrian facilities, public transit activities, rideshare, and the Regional Housing Needs Assessment. The Local Transportation Authority administers the County Express public transit system including fixed route services, dial-a-ride, para-transit services for the elderly and people with disabilities, and inter-county routes to Gavilan College, the Greyhound station and the Caltrain station. The Measure A Authority Administers the ½ cent sales tax collected between 1988 and 1998 for a specific set of highway projects. The MEA is currently managing the close out of the Highway 25 Bypass project. The Airport Land Use Commission (ALUC) reviews proposed development in and around the public use airports to ensure that all airport operations are protected. ALUC has no funding. The Service Authority for Freeways and Expressways operates the emergency call box program. COG contracts with the County of San Benito County for Administrative, auditing, personnel and legal services. COG approves their staffing positions and then requests the County for the employees. COG reimburses the County for all personnel costs and legal fees. In addition, COG pays an amount determined by the Cost-Plan for their proportionate share of County Services and insurance programs, including Worker’s Compensation, liability, property, automobile, professional liability; and coordination/evaluation of the countywide safety program. RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 includes 8.0 FTE staff positions with personnel services contracted with the County of San Benito. Personnel promotions and appointments are directed by COG. Employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $31,289 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), the OPEB costs are reflected in Regular Salaries & Benefits in the amount of $57,215. Due to the layoff of an Office Assistant III, that position has been eliminated, reducing the total FTE’s to 8.00. SERVICES & SUPPLIES – Not applicable to this budget unit.
Recommended Budget FY 2010-2011
Page 313
OTHER CHARGES – COG’s share of the A-87 Cost Plan is $153,059 which reflects an increase of $115,118 compared to prior fiscal year. This amount reflects the A-87 costs for both salaries and operational expenses which is more appropriate to show all cost plan charges. COG’s share of insurance costs are attributed to incurred claims that were paid in FY 2008-09. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS - Not applicable to this budget unit. REVENUES State funding is the primary revenue source for this program. NET COUNTY COST
$0
Net County Cost is zero. This program does not require a contribution by the General Fund.
Recommended Budget FY 2010-2011
Page 314
Recommended Budget FY 2010-2011
Page 315
MENTAL HEALTH FUND 2221 – BUDGET UNIT 406 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets
2,679,761 860,974 533,667 115,651 0
3,483,657 1,571,200 624,767 205,757 0
3,804,469 1,556,500 454,500 0 0
320,812 (14,700) (170,267) (205,757) 0
9% -1% -27% -100% 0%
Total Appropriations
4,190,054
5,885,381
5,815,469
(69,912)
-1%
Revenues Detail on next page
3,880,209
5,288,260
5,720,222
431,962
8%
264,073
551,349
49,475
(501,874)
-91%
Net County Cost
45,772
45,772
45,772
0
0%
FTE SUMMARY
36.50
42.25
42.25
0.00
0%
Utilization of Fund Bal
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Behavioral Health Director Assistant Director Quality Improvement Supervisor Clinical Supervisor - Child Clinical Supervisor - Adult Administrative Services Manager Administrative Services Specialist II Mental Health Clinician I/II Mental Health Clinician (Sub Abuse) Mental Health Nurse I/II Mental Health Case Manager I/II Mental Health Case Mgr Supervisor Accounting Technician/Accountant I Office Services Suprv or Secretary I/II Account Clerk I/II/III Vocational Assistant Office Assistant I/II Psychiatrist Total Positions Recommended Budget FY 2010-2011
Salary Range 38.0 29.8 27.5 27.5 27.5 25.6 25.6 24.5/25.5 24.5 22.5/24.5 16.7/18.6 20.6 14.9/17.6 12.9/14.9 8.9/10.9/12.9 10.9 6.9/8.9 FLAT
Actual 2008-09 0.80 1.00 1.00 1.00 1.00 1.00 0.80 12.80 1.00 1.50 4.00 1.00 0.80 1.00 0.80 3.00 4.00 0.00
Adopted 2009-10 0.80 1.00 1.00 1.00 1.00 0.00 0.80 14.80 0.00 1.50 8.00 1.00 0.80 1.00 0.80 3.00 5.00 0.00
Recomm 2010-11 0.80 1.00 1.00 1.00 1.00 0.00 0.80 14.80 0.00 1.50 7.00 1.00 0.80 1.00 0.80 4.00 5.00 0.75
Change 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 (1.00) 0.00 0.00 0.00 0.00 1.00 0.00 0.75
36.500
41.50
42.25
0.75 Page 316
Mental Health for Revenue Detail
Revenue Account & Description
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
550201
St Aid - MH Realignment
598,710
835,900
714,070
(121,830)
-15%
550203
State Aid - VLF
417,300
437,500
410,715
(26,785)
-6%
550401
State Aid Prop 63/MHSA
1,070,560
2,248,900
2,373,900
125,000
6%
550405
State Aid Health - CalWorks
92,907
67,000
87,150
20,150
30%
550410
State Aid - SAMHSA
36,480
43,300
44,150
850
2%
550411
Managed Care
268,405
151,000
138,325
(12,675)
-8%
550412
State Aid - SED
77,428
111,888
49,870
(62,018)
-55%
550413
State Aid - Health DHS / EPSDT
214,490
124,000
124,000
0
0%
555405
Federal Aid - Mental Health
714,536
1,133,000
1,133,000
0
0%
555406
Federal Aid - SAMHSA
19,055
0
0
0
0%
562601
Client Fees
124,327
50,000
50,000
0
0%
570011
Prior Year Realignment
175,609
0
555,042
555,042
100%
575001
General Fund Contribution
45,772
45,772
45,772
0
0%
580007
Counseling Services
24,630
40,000
40,000
0
0%
3,880,209
5,288,260
5,765,994
477,734
9%
Total Revenues
Recommended Budget FY 2010-2011
Page 317
MISSION The mission of San Benito County Behavioral Health Department’s Mental Health Services is to provide quality care for people who experience severe psychological and emotional distress. Care is provided in a manner tailored to meet the needs of each individual to improve the management of their symptoms, achieve personal goals, and develop skills and supports that lead to living the most constructive and satisfying lives possible in the least restrictive settings. All services are provided in a culturally and linguistically relevant manner sensitive to race, ethnicity, gender and sexual orientations. MAJOR SERVICES & ACTIVITIES To the extent that resources are available, the San Benito County Behavioral Health Department, Mental Health Services Division is responsible under the California Mental Health System Act for the planning and delivery of mental health services. The Mental Health Services Division provides a broad array of mental health services and programs that are accessible to the County’s population that meets the medical necessity criteria for service eligibility. Services are delivered for the duration and intensity required maximizing recovery. The array of services offered includes prompt evaluation and care of persons with acute disabling mental health symptoms and urgent response for those considered to be dangerous to self or others. Crisis intervention and stabilization services are available on an outpatient basis and if necessary acute psychiatric inpatient hospital services are available. Ongoing outpatient care is also available that includes individual, family and group counseling as well as case management and medication support. The Mental Health Services Division also provides services to support the mental health needs of clients served by other County departments including treatment and crisis intervention services for the County Jail and Juvenile Detention Facility. Mental health competency evaluations and Domestic Violence batterers counseling are provided for individuals referred by the Superior Court. Many new or expanded services are now available as a result of funding through the Mental Health Services Act (MHSA, Prop-63). Services are available in downtown Hollister through the Esperanza Drop-in Center. Other new program initiatives have been launched with a primary focus on the prevention of mental illness. Outreach and engagement and early intervention services are available to educate the general public and school staff in the recognizing the beginning signs and symptoms of mental illness and how to refer individuals for access services. ACCOMPLISHMENTS FOR FY 2009-2010 •
The Behavioral Health Department’s Mental Health Division served 1,359 individual clients in FY 2009-10 compared to 1,340 clients in FY 2008-09. The Mental Health Division exceeded the goal of maintaining core service program levels even though the department was impacted by mandatory furlough day scheduling of staff and furlough related office closure days.
•
Mental Health received approval and funding from the State Department of Mental Health and the Mental Health Services Act Oversight and Accountability Commission for the service components of the Prevention and Early Intervention Plan (PEI) in the amount of $894,200.
•
Mental Health received approval and funding Workforce Education and Training Plan (WET) from the State Department of Mental Health and the Mental Health Services Act Oversight and Accountability Commission in the amount of $450,000.
Recommended Budget FY 2010-2011
Page 318
•
Mental Health completed the redesign of Children System of Care Services with the forming of an age group specific treatment team, dedicated to service for Children and Transition Age youth and their families. As a component of the Mental Health Services Act intensive Full Service Partnership (FSP), service provision with case management support has been made available on a 24/7 basis for those clients at high risk for out–of-home placement and inpatient psychiatric hospitalization.
•
Mental Health began conversion of client chart documentation to paperless electronic records and the project is 80% complete. All clients scheduling is now centralized and operated through electronic format scheduling.
OBJECTIVES FOR FY 2010-2011 •
In challenging fiscal times it continues to be important that the Mental Health Division continue the objective of sustaining core service programs in the face of increasing caseload growth and to remain vigilant in capitalizing on opportunities to expand services whenever fiscally feasible.
•
The Mental Health Division will continue to access the Mental Health Services Act (MHSA) funding opportunities for further expansion of direct services for the county. Funding for the MHSA Innovation (INN) Projects component is now available and the Mental Health Division will complete the required stakeholder planning processes, public hearing, production of an INN plan and the submission and approval funding processes to obtain INN projects funding from the State Department of Mental Health.
•
The division will focus on an increase in collaboration between the Mental Health Division and the Physical Healthcare provider community. Better coordination with physical health providers and improvement in their ability to recognize behavioral health symptoms, services and referral options through the use of screening tools and educational information should improve the access to behavioral health services for hard to reach populations.
•
Implement the online learning component of the Mental Health Services Act Workforce Education and Training Plan and expand enrollment access to Behavioral Health Department staff and other service providers in the community. Online learning will provide a cost efficient way to access a vast library of course topics that meet Continuing Education requirements.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $148,838 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $226,198. Built into this classification is a planned retirement pay-out of $55,126 for sick pay, vacation and the required mandatory benefits. Retained in the Mental Health budget is a currently vacant Behavioral Health Assistant Director position which is funded by the State Department of Mental Health MHSA funding approved Behavioral Health Department MHSA CSS Plans. This position is one of the few management level positions in the
Recommended Budget FY 2010-2011
Page 319
department that remains as a necessary resource component of the management structure of the department. The department, however, will move forward cautiously in filling any positions and particularly positions that are not direct service providers as sustaining service levels remains the priority. It is estimated that MHSA funding will continue a downward trend over the next few years. As necessity may require the department will also continue to explore options for efficiencies that may be gained through management position restructuring options without losing sight of the need for succession planning, including opportunities for management staff resource development from within the organization. NEW POSITIONS - No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - The budget request includes $33,020 for temporary/extra help. Two (2) parttime temporary/extra help Peer Mentors at twenty hours per week, or a combination thereof will be used to staff Mental Health Services Act (MHSA) programs. These individuals will be clients, peers and or family members of clients. The remaining balance of the funds is used to cover staff required for standby/on-call coverage weeknight, week-end and holiday coverage. The Mental Health Division is required to provide after-hours services availability. OVERTIME WAGES - No funding for employee overtime compensation is recommended in FY 2010-11. SERVICES & SUPPLIES – Computer Supplies is reduced by $15,000 to better reflect actual costs regarding a contract charged to Professional Services. The Mental Health division has reduced the projected and recommended expenditures in Small Tools by $6,000. In the prior year, funding had included funds to purchase office furniture for implementation of a new MHSA-PEI program which has since been completed. Special Department Expenses is increased by $38,000 to fund six (6) clinical interns during FY 2010-11. Specifically designated MHSA Workforce Education & Training (WET) funds have been allocated by the State Department of Mental Health for these types of projects. OTHER CHARGES - A-87 Cost Plan has been reduced to reflect the data provided by the County Auditor. The Care and Support line item continues to be budgeted at the same level of $300,500 as the prior year although the projected expenditure at this time for the prior year is $175,000. It should be noted that the Care and Support budget includes expenditures that have high potential to fluctuate as these expenditures include the full spectrum of out of home care ranging from acute inpatient hospitalization to long term residential care. Past performance regarding the department’s ability to control the costs as client out of home care needs arise is not a guarantee of containment of future expenditures. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS - Not applicable to this budget unit. REVENUES Realignment revenue has been reduced to reflect the current state of the economy and how that impacts state sales tax and VLF revenues by $148,615 combined. Even though MHSA revenues at the State level have decreased, the Mental Health Division is able to increase the FY 2010-11 revenues by utilizing unspent (roll over) funds from the previous fiscal year.
Recommended Budget FY 2010-2011
Page 320
CalWORKS funding has increased by $20,150 due to fund transfers from the Substance Abuse Division of the Behavioral Health Department which has not fully utilized their allocation. Managed Care reflects a decrease of $12,625 or 8% due to the State budget reductions. State Aid-SED (Severely Emotionally Disturbed) revenue funds are designated for the services provided to children/youth with serious emotional disturbances that prevent the individual from benefiting from the academic setting. When these funds are not fully utilized, they are diverted to other counties. This revenue reflects the low caseload that has been referred from the educational community. NET COUNTY COST
$45,772
Net County Cost is $45,772 reflecting the mandatory maintenance of effort required to receive annual mental health realignment funding. This reflects no change compared to Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 321
Recommended Budget FY 2010-2011
Page 322
SUBSTANCE ABUSE FUND 2225 – BUDGET UNITS 409-413 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
776,295
941,052
984,185
43,133
5%
Services & Supplies
267,520
365,483
369,267
3,784
1%
Other Charges
172,369
224,071
170,875
(53,196)
-24%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
1,216,184
1,530,606
1,524,327
(6,279)
0%
Revenues Detail on next page
1,216,183
1,530,606
1,524,327
(6,279)
0%
(1)
1
0
0
0%
8.80
11.80
11.80
0.00
0%
Utilization of Fund Bal FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS
Job Class Title Behavioral Health Director Substance Abuse Program Manager Administrative Services Specialist Mental Health Case Manager II Substance Abuse Counselor Account Technician/Accountant I Account Clerk III Vocational Assistant Office Assistant II Total Positions
Recommended Budget FY 2010-2011
Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
38 25.6 25.6 18.6 18.6 14.9/17.6 12.9 10.9 10.9
0.20 1.00 0.20 1.00 4.00 0.20 0.20 1.00 1.00
0.20 1.00 0.20 1.00 7.00 0.20 0.20 1.00 1.00
0.20 1.00 0.20 1.00 7.00 0.20 0.20 1.00 1.00
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
8.80
11.80
11.80
0.00
Page 323
Substance Abuse Revenue Detail
Revenue Account & Description
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
550403 550414
State Aid Health Drug Abuse Drug Court
153,146 17,551
30,607 21,002
30,607 17,502
0 -3,500
0% -17%
550406
CPS
120,447
135,000
135,000
0
0%
555408 555408
SAPT Block Grant SAPT Prior Year Rollover
245,267 -
433,936 0
377,826 193,497
-56,110 193,497
-13% 0%
555419 555411 555401 555408 561501 562601 570012
Federal Aid SDFSC - RTAA JAG - OTP CalWORKS SAPT Drug Testing Special Fees Administration - DDP Client Fees Donations From Businesses
120,511 7,385 70,973 1,750 8,336 469
432,000 0 67,000 18,628 1,750 15,000 2,400
435,000 98,200 85,150 0 1,750 8,500 2,400
3,000 98,200 18,150 -18,628 0 -6,500 0
1% 0% 27% -100% 0% -43% 0%
576012 580007 550407 555408
Statham Counseling Services (JISP) State Aid Perinatal Federal Aid SAPT Perinatal
250,739 5,233 32,104 4,978
15,000 15,000 72,917 4,978
15,000 0 72,917 4,978
0 -15,000
0% -100%
0
0%
405000
Proposition 36/OTP/Client Fees
177,294
265,388
46,000
-219,388
-83%
1,216,183
1,530,606
1,524,327
-6,279
0%
Total Revenues
Recommended Budget FY 2010-2011
Page 324
MISSION The Behavioral Health Department’s Substance Abuse Services strives to reduce the destructive effects of the use, misuse and abuse of alcohol and other drugs on individuals, families, and the community at-large. The Substance Abuse Services Division provides education/prevention services, counseling, intervention, treatment and recovery programs. All services are provided in a culturally and linguistically relevant manner sensitive to race, ethnicity, gender and sexual orientations. MAJOR SERVICES & ACTIVITIES Substance Abuse Services provides a continuum of care encompassing prevention, intervention and treatment services. Alcohol and Drug Counselors provide screening, assessments, treatment planning, individual and group counseling, intensive outpatient treatment programs, information and referral to other agencies including residential treatment programs. A specialized Peri-natal treatment component provides treatment for pregnant or parenting mothers in need of substance abuse treatment. The continuum of services available is for all age groups, from youth to senior citizens. Prevention activities include school-based and community-focused programs. In addition to treating self-referred clients, the Substance Abuse Services Division provides services for persons referred by the criminal justice system. Many clients are also referred through Child Protective Services. Substance Abuse Services is also the lead agency for the County’s Drug Court Program. The Drug Court Program is an alternative program option to incarceration for individuals arrested for minor drug offences. Drug Court is a project involving multiple agencies (Substance Abuse, Probation, District Attorney, Public Defender, and the Superior Court). ACCOMPLISHMENTS FOR FY 2009-2010 •
The Substance Abuse Division and the County Office of Education initiated an alcohol abuse prevention and intervention program for schools that serve secondary students in grades 9-12. A very successful first year of this three year grant-funded project was completed. All school sites identified for project implementation have one or more of the required evidence-based practice program models implemented.
•
The Substance Abuse Division through the implementation of the prevention program “Communities Mobilizing for Change on Alcohol” (CMCA) collaborated with the mayor of the City of Hollister in the implementation of a Social Host Ordinance. This ordinance will increase the awareness of the community regarding adults hosting parties for minors consuming alcohol at their home is a violation that will result in a citation to the adult host.
•
The Substance Abuse Division hosted a town hall meeting furthering the efforts for promotion of prevention of alcohol use by youth. The mother of a teen that succumbed from alcohol poisoning, who also founded an organization, and is dedicated to the reduction of teen alcohol use, was brought in as the keynote speaker. The meeting was held at City Hall with a capacity crowd attending, the majority being youth, with over 200 individuals present.
•
A Justice Administration Grant to provide additional funding for the Substance Abuse Divisions Offender Treatment Program was awarded for $170,000. These funds will help to offset the funding and services lost when the Substance Abuse Crime Prevention Act (Prop. 36) was eliminated.
Recommended Budget FY 2010-2011
Page 325
•
By the end of FY 2009-10 the Substance Abuse Division had served approximately 350 clients. This number does not include the many individuals that participate in prevention activities, as prevention service contacts involve individuals not enrolled in treatment. The maintenance of core service programs was a FY 2009-10 goal and was recognized as ambitious due to fiscal constraints. It appears that approximately 50 fewer clients were served in FY 2009-10 versus the prior year. The majority of that impact can be attributed to the defunding of a Substance Abuse counselor position due to elimination of State funding, mandatory furlough day scheduling of staff and furlough related office closure days.
OBJECTIVES FOR FY 2010-2011 •
Expand the Social Host Ordinance concept through the promotion of a countywide Social Host Ordinance.
•
Expand Prevention activities with an emphasis on youth through partnership activities including local schools as well as the larger community.
•
Increase collaboration between the Substance Abuse Division and the physical healthcare provider community through better coordination with physical health providers and improvement in their ability to recognize behavioral health symptoms, services and referral options through the use of screening tools and educational information will improve the access to behavioral health services for hard to reach populations.
•
It continues to remain important for the Substance Abuse Division, due to dependence on Federal and State government allocations, to continue with the objective of sustaining the current level of core service programs.
•
The Substance Abuse Division will remain vigilant in searching for opportunities for new funding sources to expand services when such opportunities match local needs and feasibility.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $35,525 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $63,090. NEW POSITIONS - No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - The budget includes $77,290 for temporary/extra help. One (1) Case Manager II is included with the intention that this position provide staff assistance for the implementation of prevention activities. Prevention funds are not adequate to fully fund an additional regular employee position.
Recommended Budget FY 2010-2011
Page 326
Two Substance Abuse Counselors are being recommended for FY 2010-11. The funds for these positions are derived from available uncommitted categorical funds. The available funds are not adequate for a regular full time position. OVERTIME WAGES - Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES - Professional Services has increased due to expenses being re-classified from Special Departmental Expenses into this line item, such as private provider service fees. OTHER CHARGES - Care & Support has been decreased $40,000 due to the loss of Prop-36 funds resulting from State budget reductions that had previously been used to fund residential treatment. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Use of Proposition 36 / OTP Client Fee fund balance has been reduced by 49% to $46,000. This program was vulnerable for elimination during FY 2009-10 and the funding has now been eliminated. The Federal Bryne Grant, JAG/OTP Grant was approved March, 2010. This is an 18 month grant in the amount of $170,719, of which $98,200 is budgeted in FY 2010-11. These funds offset a portion of the eliminated Proposition 36 funding. Counseling Services JISP Revenue of $15,000 is eliminated due to the Probation Department funding reductions. Statham Alcohol Program revenue is for alcohol related treatment services. The funding source is generated through collection of DUI fines. Client Fees have been reduced from FY 2009-10 budgeted amount of $15,000 to $8,500 due to the implementation of a new sliding fee scale which was approved by the Board of Supervisors and this is in line with what has been received and is expected to be received. Client Fees have been reduced to $8,500 from the FY 2009-10 budgeted amount of $15,000 due to the implementation of a new sliding fee scale which was approved by the Board of Supervisors and this budgeted amount is in line with what was received in FY 2009-10 and is expected to be received in FY 2010-11. SAPT Drug Testing has been absorbed into the SAPT Block Grant as of July 1, 2010. NET COUNTY COST
$0
Net County Cost is zero for this program in FY 2010-11. All Program costs are funded by grant and categorical funding.
Recommended Budget FY 2010-2011
Page 327
Recommended Budget FY 2010-2011
Page 328
PUBLIC HEALTH SUMMARY FUND 2214 – SUMMARY - FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
2,471,883
2,226,927
2,164,191
(62,736)
-3%
Services & Supplies
428,915
766,020
393,281
(372,739)
-49%
Other Charges
855,633
1,025,760
843,131
(182,629)
-18%
Interdepartmental Charges
262,966
299,600
134,804
(164,796)
-55%
0
21,225
0
(21,225)
-100%
Total Appropriations
4,019,396
4,339,532
3,535,408
(804,124)
-19%
Revenues Detail on next page
3,739,022
4,137,848
3,535,408
(602,440)
-15%
280,374
201,684
0
(201,684)
-100%
36.75
27.60
24.45
(3.15)
-11%
Fixed Assets
Use of Fund Balance
FTE SUMMARY
Recommended Budget FY 2010-2011
Page 329
Revenue Summary for Public Health Revenue Account & Description 541001 550201 550203 550404 550409 562602 562603 562604 562605 562605 562610 562702 570002 570010 570011 570015 570015 654600
Interest State Aid - Realignment State Aid - VLF Realignment State Aid - Health Programs M/C Trak II - SB 910 CCS Fees Immunization Fee Hazardous Material Fees Environmental Health Fees Well Application Fee Humane Service Recording Fee - Vital Stats Miscellaneous Revenue Reimbursable - Other Prior Year Revenue Private Grant (HHHF) Private Grant (1st 5) ASPA
Total Revenues
Recommended Budget FY 2010-2011
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
-6,674 1,052,470 266,813 1,845,481 113,502 720 10,679 144,884 147,245 0 471 8,315 5,534 61,582 59,295 0 26,045 2,660
1,160 1,292,980 0 2,064,203 10,000 0 7,000 153,914 151,038 0 0 0 0 14,861 0 10,000 25,017 5,382
409 1,159,908 0 1,904,289 0 0 10,000 173,556 170,237 0 0 7,000 46,000 14,861 0 0 43,000 6,148
-751 -133,072 0 -159,914 -10,000 0 3,000 19,642 19,199 0 0 7,000 46,000 0 0 -10,000 17,983 766
-65% -10% 0% -8% -100% 0% 43% 13% 13% 0% 0% 0% 0% 0% 0% -100% 72% 14%
3,739,022
3,735,555
3,535,408
-200,147
-5%
Page 330
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Deputy Director Of Public Health Director of Nursing Account Clerk I/II Accountant II/I Administrative Services Specialist Eligibility Worker I/II Emergency Services Specialist Environmental Health Manager Environmental Hlth Specialist I/II/III Health Assistant Health Education Associate I/II Health Education Program Coord Occupational Therapist I/II Office Assistant I/II Office Assistant III Office Services Supervisor Physical Therapist I/II Public Health Nurse I/II/III/IV or Community Health Nurse I/II/III/IV Public Health Officer Secretary I/II Social Worker I/II/III/IV Supervising Public Health Nurse Total Positions
Recommended Budget FY 2010-2011
Salary Range Flat/33.6 Flat/33.6 8.9/10.9 17.6/20.6 20.6 10.9/12.9 22.8 28.6 21.5/24.5/27.5 10.9 16.7/19.7 22.7 24.5/26.8 6.9/8.9 10.9 14.9 24.5/26.8 22.5/24.5/25.5 or 20.6/22.5/24.5 Flat 12.9/14.9 15.7/18.6/21.6/22.6 27.5
Actual 2008-09 1.00 0.00 1.00 1.00 1.00 1.00 1.75 1.00 3.00 1.00 5.00 1.00 1.00 4.50 1.00 1.00 1.00
Adopted 2009-10 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 1.00
Recomm 2010-11 0.00 1.00 0.60 1.00 0.00 1.00 1.00 1.00 3.00 1.00 2.00 1.00 1.00 1.50 1.00 1.00 1.00
Change (1.00) 1.00 (0.40) 0.00 (1.00) 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 (0.50) 0.00 0.00 0.00
7.28 0.00 0.25 2.00 1.00
5.00 0.60 0.00 2.00 0.00
4.00 0.60 0.00 1.75 0.00
(1.00) 0.00 0.00 (0.25) 0.00
36.780
27.60
24.45
(3.15)
Page 331
MISSION Public Health services protect and promote the health and safety of the residents of San Benito County by preventing and controlling disease, environmental hazards, and injury and disability, while educating and promoting healthy lifestyles, “Healthy People in a Healthy San Benito County”. MAJOR SERVICES & ACTIVITIES Major services and activities include but are not limited to: •
Communicable disease surveillance, investigation, and prevention through outreach and education.
•
Immunization services for children.
•
Access to medical care to children with catastrophic illness.
•
Preparation for organized response(s) to public health disasters.
•
Public protection in the areas of food safety, safe drinking water, solid-waste and hazardous materials.
This is a summary of the total operations for all of Public Health. Further detail for the individual budgets is provided in the program narratives for Budget Units 421 through 451. ACCOMPLISHMENTS FOR FY 2009-2010 •
Conducted surveillance on 99 reportable communicable diseases in San Benito County.
•
Provided immunizations for free or low cost to 1,016 children in our community.
•
Served as lead agency for 2009 Kids at the Park health and safety fair by providing health education for 1,500 children and their families with 42 community vendors represented.
•
Conducted two mass vaccination exercises; a seasonal flu clinic in November 2009, reaching 3,042 community members in five hours; and an H1N1 flu clinic in January 2010, reaching 1,417 community members in five hours. Both of these clinics exercised Public Health’s ability to provide mass vaccination to the entire population of San Benito County within a short time frame if there was a public health emergency.
•
Successfully passed California Environmental Protection Agency (CalEPA) evaluation of Certified Underground Program Agency (CUPA) program and passed California Integrated Waste Management Board evaluation of Local Enforcement Agency (LEA).
•
Met annual inspection goals for the CUPA facilities.
Recommended Budget FY 2010-2011
Page 332
OBJECTIVES FOR FY 2010-2011 •
Support basic public health functions, which include Environmental Health, Emergency Medical Services, Disease Control, Emergency Preparedness and Maternal and Child Health Programs.
•
Immunize children to ensure childhood disease prevention.
•
Continue to test emergency response systems by conducting a fall flu clinic.
•
Support Kids at the Park and Car Seat Check Up events.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $130,000 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $115,740. Effective July 1, 2010, there was one lay-off approved at eh May 11, 2010 Board Meeting. This budget reflects the lay-off of this position: 1.0 FTE Administrative Services Specialist. At the June 22, 2010 Board Meeting, an Office Assistant position was reduced by 0.50 FTE. Additionally, a vacant nursing position of 1.0 FTE has been eliminated. The budget also reflects FTE reductions of the following: 0.40 FTE Account Clerk and 0.25 FTE Social Worker, both of which have been relocated to Health and Human Services. This reduction of staffing is due to continued declining health realignment revenues. NEW POSITIONS –No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES –Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – The recommended expenditures for FY 2010-11 are reduced from the adopted FY 2009-10 budget primarily due to decreased office space occupied and the anticipated elimination of onetime H1N1 funding along with general cost containment. OTHER CHARGES – A-87 Cost Plan Charges for FY 2010-11 are reduced by 53% overall compared to the prior year. INTERDEPARTMENTAL CHARGES – The reduction in recommended expenditures is due primarily to OPEB costs being reclassified in Salaries & Benefits and reduced interdepartmental administrative charges which is a result of decreased funding and the hiring of a Director of Nursing which lessens the administrative burden of the Director and Deputy Director.
Recommended Budget FY 2010-2011
Page 333
FIXED ASSETS – Not applicable to this budget unit. REVENUES The primary source of Public Health (all programs) revenues is federal and State categorical funding. The second major source of funding is Health Realignment, which has declined substantially over the past two years due to the poor economy. As the cost of doing business has increased, categorical program funding has remained stagnant or has decreased, which has resulted in categorical funding not covering the entire costs of program operations. Past practice has been to direct Health Realignment Revenues to fill the “gap” between actual categorical program operations costs and actual federal/State revenues provided for said programs. The continued funding “gap” between categorical revenues and program operations has drained Realignment Revenues and fund balance. The department anticipates that the Health Realignment fund balance will be depleted by June 30, 2011 unless Realignment Revenues increase. As a result the future of categorical program delivery by the County is uncertain. FY 2010-11 may be the year where the County has to return some of its categorical program(s) to the State if there are insufficient revenues to support said program(s). Realignment is allocated to all other Public Health budgets to cover costs not reimbursed by the program funding. The remaining Realignment is budgeted in general Public Health. Due to staffing assignments and cost containment in other public health budgets more Realignment was available for general Public Health for FY 2010-11. NET COUNTY COST
$0
Net County Cost is zero. However, the department anticipates zero Health Realignment fund balance at June 30, 2011. Declining revenue, including Realignment, has necessitated reduced staffing and other cost reductions to provide services within available non-general fund resources. PENDING FACTORS Since the FY 2008-09 Adopted Budget the department has reduced authorized positions by 12.05 FTE from 36.75 to 24.45 in the recommended FY 2010-11 budget. Reductions are due primarily to declining Health Realignment Revenues, which are primarily derived from Vehicle License Fee (VLF) collections. Health Realignment revenues have not recovered although the decline appears to have leveled off in the third quarter of FY 2009-10. However, this revenue source is still below FY 2008-09 levels. Should Realignment Revenue fail to hold, the department will have to adjust this budget by reducing expenditures beyond those that are currently recommended. The recommended budget includes a net staff reduction of 3.15 FTE due to the layoff of a 1.0 FTE Administrative Services Specialist and 0.50 Office Assistant, the reassignment of 0.4 FTE Account Clerk and 0.25 Social Worker to Human Services and the elimination of a 1.0 FTE Deputy Director position which was unfunded in the FY 2009-10 budget. The Deputy Director position was deleted and a Public Health Nurse was exchanged for a Director of Nursing resulting in the elimination of one unfunded position. The department has been able to reduce expenditures over the past two years by eliminating vacancies and through layoffs or redirection of some staff to non-Public Health programs within the department. These actions have allowed the department to sustain operations; however, as discussed in the “Revenue” section, these actions may be insufficient to address future revenue shortages and the department may have to consider returning some categorical programs to the State in the future. Recommended Budget FY 2010-2011
Page 334
Recommended Budget FY 2010-2011
Page 335
PUBLIC HEALTH SERVICES FUND 2214 – BUDGET UNIT 424 - FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
712,313
476,356
470,614
(5,742)
-1%
Services & Supplies
86,547
44,881
29,642
(15,239)
-34%
Other Charges
63,253
83,648
49,469
(34,179)
-41%
143,262
79,014
35,702
(43,312)
-55%
0
0
0
0
0%
1,005,374
683,899
585,427
(98,472)
-14%
Revenues
725,003
482,215
585,427
103,212
21%
Use of Fund Balance
280,371
201,684
(201,684)
-100%
14.06
6.58
(1.50)
-23%
Interdepartmental Charges Fixed Assets Total Appropriations
FTE SUMMARY
Recommended Budget FY 2010-2011
0
5.08
Page 336
MISSION Public Health services protect and promote the health and safety of the residents of San Benito County by preventing and controlling disease, environmental hazards, and injury and disability, while educating and promoting healthy lifestyles, “Healthy People in a Healthy San Benito County”. MAJOR SERVICES & ACTIVITIES The Public Health Division of Health and Human Services Agency (HHSA) provides a wide array of healthrelated services to the residents of the County from communicable disease surveillance and prevention, food and drinking water monitoring, providing access to medical care for children with catastrophic illness, organizing response(s) to public health disasters, etc. More specific details are included in the narrative sections of Budget Units 420 to 450, which pertain to the categorical funding supporting these services. The majority of the activities performed under Budget Unit 424, Public Health Services is State-mandated and include communicable disease surveillance, investigation, and community education; Immunization Registry for recording immunizations into one statewide automated registry; and public health disaster response. Previously, the Immunization Assistance Program, Budget Unit 432, had been presented separately in the County budget. For FY 2010-11 it is included in Budget Unit 424 – Public Health Services. ACCOMPLISHMENTS FOR FY 2009-2010 •
Served as lead agency for 2009 Kids at the Park health and safety fair by providing health education for 1,500 children and their families with 42 community vendors represented.
•
Conducted two mass vaccination exercises; a seasonal flu clinic in November 2009, reaching 3,042 community members in five hours; and an H1N1 flu clinic in January 2010, reaching 1,417 community members in five hours. Both of these clinics exercised Public Health’s ability to provide mass vaccination to the entire population of San Benito County within a short time frame if there was a public health emergency.
•
Conducted surveillance on 99 reportable communicable diseases in San Benito County.
•
Provided immunizations for free or low cost to 1,016 children in the community.
OBJECTIVES FOR FY 2010-2011 •
Support the most basic public health functions, which include Environmental Health, EMS, Disease Control, Emergency Preparedness and supporting Maternal and Child Health Programs.
•
Immunize children to ensure childhood disease prevention.
•
Continue to test emergency response systems by conducting a fall flu clinic.
•
Support Kids at the Park and Car Seat Check Up events.
Recommended Budget FY 2010-2011
Page 337
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $30,000 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $26,568. Effective July 1, 2010, there was one lay off approved at the May 11, 2010 Board Meeting. This budget reflects the lay off of this position: 1.0 FTE Administrative Services Specialist. At the June 22, 2010 Board Meeting, an Office Assistant position was reduced by 0.50 FTE. This reduction of staffing is due to continued declining Health Realignment Revenue. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – The recommended expenditures for FY 2010-11 reflect elimination of professional services which were funded by a grant in FY 2009-10 in the amount of $8,288. OTHER CHARGES – A-87 Cost Plan Charges for FY 2010-11 are reduced by 43% from the prior year. INTERDEPARTMENTAL CHARGES – The reduction in expenditures is due primarily to OPEB costs being reclassified in Salaries & Benefits. FIXED ASSETS – Not applicable to this budget unit. REVENUES Total Realignment Revenue is budgeted at the level anticipated for FY 2009-10. This is approximately $101,000 less than was received in FY 2009-10. These programs are funded with fees and State allocations in the amount of $144,491. Realignment Revenue in the amount $470,936 is being utilized to fund program costs that cannot be accommodated by the other revenues. NET COUNTY COST
$0
Net County Cost is zero.
Recommended Budget FY 2010-2011
Page 338
PENDING FACTORS Since the FY 2008-09 Adopted Budget the department has reduced total authorized positions by 12.05 FTE from 36.75 to 24.45 in the recommended FY 2010-11 budget. Reductions are due primarily to declining Health Realignment revenues, which are primarily derived from Vehicle License Fee (VLF) collections. Health Realignment revenues have not recovered although the decline appears to have leveled off in the third quarter of FY 2009-10. However, this revenue source is still below FY 2008-09 levels. Should Realignment fail to hold, the department will have to adjust this budget by reducing expenditures beyond those that are currently proposed. The General Public Health proposed budget includes the layoff of a 1.0 FTE Administrative Services Specialist, the reduction of one Office Assistant to .5 FTE, and the elimination of a 1.0 FTE Deputy Director position which was unfunded in the FY 2009-10 budget along with other reassignments for a net reduction of 3.1 FTE in General Public Health.
Recommended Budget FY 2010-2011
Page 339
Recommended Budget FY 2010-2011
Page 340
Recommended Budget FY 2010-2011
Page 341
TOBACCO EDUCATION FUND 2214 – BUDGET UNIT – 421 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
104,044
103,489
112,447
8,958
9%
Services & Supplies
10,983
19,475
15,651
(3,824)
-20%
Other Charges
10,373
21,486
13,842
(7,644)
-36%
8,056
16,927
8,310
(8,617)
-51%
0
0
0
0
0%
Total Appropriations
133,457
161,377
150,249
(11,128)
-7%
Revenues
133,456
161,377
150,249
(11,128)
-7%
1
0
1.39
1.39
Interdepartmental Charges Fixed Assets
Net County Cost
FTE SUMMARY
Recommended Budget FY 2010-2011
0
1.35
0
0%
(0.04)
-3%
Page 342
MISSION The mission of the Tobacco Education program is to reduce tobacco use, exposure to tobacco and economic dependency on tobacco sales in the county so that every resident can achieve greater physical health. MAJOR SERVICES & ACTIVITIES The Tobacco Education Program is unique in its ability to provide school and community based education, establish policy, build partnerships through the largest public health collaborative in the county, and provide intervention cessation services to the residents of San Benito County. This program works in tandem with schools, community based organizations, businesses and media to provide an intensive community and peer-to-peer youth tobacco use prevention education curriculum, which is implemented in after-school programs and youth serving organizations in San Benito County. The program has and continues to develop local media campaigns for specific targeted populations, including teens and teachers, smokers and those affected by smoking. These media campaigns have been used as models for other counties to replicate and featured in the Statewide Tobacco Clearinghouse catalog. ACCOMPLISHMENTS FOR FY 2009-2010 •
Assisted the City of Hollister in enforcing the local retail tobacco licensing policy and 100% compliance has been obtained. The first business in the City of Hollister was cited for providing tobacco to minors.
•
All ten migrant housing centers in San Benito County have adopted a policy prohibiting smoking in outdoor and indoor common areas as evidenced by a no smoking clause in the resident mandatory lease or agreement, thereby becoming the first county in the State of California to have 100% smoke-free migrant housing centers.
OBJECTIVES FOR FY 2010-2011 •
Following the provision of a tobacco education training program for peer educators and teachers, a minimum of six middle (K-8th and 6th-8th grades) schools, including one alternative school, in San Benito County will provide a CDC/CDE approved peer-to-peer prevention curriculum for 6th-8th graders which includes tobacco education.
•
100% of San Benito County (including Hollister) licensed family day care homes will be in full compliance with the state law (Health & Safety Code 1596.795) requiring smoke-free indoor areas during hours of operation; furthermore, 60% of these homes will adopt a voluntary policy requiring smoke-free indoor environments 100% of the time.
•
San Benito County Tobacco Education Coalition will increase current membership to adequately reflect non-traditional partners and/or ethnically/racially diverse groups in San Benito County.
Recommended Budget FY 2010-2011
Page 343
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $7,250. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $7,061. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES - Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – FY 2009-10 was the final year of the existing state tobacco contract. The new three year contract begins July 1, 2010 in the amount of $450,000. Additional expenditures are expected to be incurred in FY 2010-11 that had not been expended in the prior years of the contract. The recommended budget anticipates an average expenditure base over the new three year contract. The program evaluator services are budgeted in Professional Services rather than Special Department Expense in FY 2010-11. OTHER CHARGES – A-87 Cost Plan charges are reduced by 42% from the prior year. The fluctuation in Care & Support is related to the three year contract discussed under Services & Supplies. INTERDEPARTMENTAL CHARGES – The reduction in expenditures is due primarily to OPEB costs being reclassified in Salaries & Benefits. FIXED ASSETS – Not applicable to this budget unit. REVENUES The program is funded with a State contract in the amount of $150,000. NET COUNTY COST
$0
Net County Cost is zero.
Recommended Budget FY 2010-2011
Page 344
Recommended Budget FY 2010-2011
Page 345
RYAN WHITE AIDS PROGRAM FUND 2214 – BUDGET UNIT 423 - FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
39,847
39,147
0
(39,147)
-100%
Services & Supplies
2,620
3,190
0
(3,190)
-100%
22,856
26,370
0
(26,370)
-100%
2,917
6,211
0
(6,211)
-100%
Other Charges Interdepartmental Charges
0
0
0
0
0%
Total Appropriations
Fixed Assets
68,239
74,918
0
(74,918)
-100%
Revenues
68,238
74,918
0
(74,918)
-100%
1
0
0
0
0%
0.51
0.51
0.00
(0.51)
-100%
Net County Cost FTE SUMMARY
Recommended Budget FY 2010-2011
Page 346
MISSION The mission of the Ryan White AIDS program is to ensure access and supportive services to county residents with HIV/AIDS so that they may achieve or maintain an optimum level of health and independence in their lives. MAJOR SERVICES & ACTIVITIES The Ryan White program incorporates planning, development and delivery of comprehensive outpatient health and support services for individuals and families with AIDS/HIV through case management. The Housing Opportunities for People with AIDS (HOPWA) component of the program provides housing subsidies including rental and utility assistance in order to prevent homelessness. ACCOMPLISHMENTS FOR FY 2009-2010 • •
•
Provided ongoing case management services to nine (9) HIV/AIDS individuals. Transitioned the nine (9) individuals to Monterey County case management services when the County’s State agreement ended in September 30, 2009 due to regionalization of the program by the State Provided support service assistance to nine (9) individuals with AIDS that included rent and utility assistance, food vouchers, and other services.
OBJECTIVES FOR FY 2010-2011 •
Refer to Monterey County any new HIV/AIDS residents in need of case management services in order to access medical care and other support services.
•
Provide support service assistance that includes rent and utility assistance, food vouchers, and other services to individuals with AIDS.
•
Transition HOPWA services from Public Health to CSWD - Although this is a Public Health program, HOPWA support services will be transitioned over to the Community Services and Workforce Development (CSWD) Division of HHSA in FY 2010-11, as CSWD staff is experienced with operating rent, food, and utility assistance programs. Without the Ryan White AIDS revenue support, Public Health is unable to provide the staffing for HOPWA services. CSWD will incorporate the HOPWA activities into its’ ongoing programs.
RECOMMENDED BUDGET – Not Applicable – No Funding There was approximately a 50% statewide reduction in the Office of Aids allocation for FY 2009-10. This resulted in a reduction of funding for clinical services as well as elimination of funding for case management. All funding is targeted for clinical services. San Benito County residents will be provided clinical services by Monterey County who received approximately $20,000 additional funding for clinical services which would have been San Benito County’s allocation therefore there will be no cost to San Benito County. San Benito County Does not provide clinical services for Aids patients. Recommended Budget FY 2010-2011
Page 347
Recommended Budget FY 2010-2011
Page 348
CHILD HEALTH & DISABILITY PREVENTION (CHDP) FUND 2214 – BUDGET UNIT 425 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
199,302
179,014
184,112
5,098
3%
Services & Supplies
8,936
14,084
15,150
1,066
8%
Other Charges
17,985
44,850
18,216
(26,634)
-59%
Interdepartmental Charges
15,402
28,878
14,595
(14,283)
-49%
0
0
0
0
0%
Total Appropriations
241,625
266,826
232,073
(34,753)
-13%
Revenues
241,625
266,826
232,073
(34,753)
-13%
0
0
2.50
2.37
Fixed Assets
Net County Cost
FTE SUMMARY
Recommended Budget FY 2010-2011
0
0
0%
2.37
0.00
0%
Page 349
MISSION The mission of the Child Health and Disability Prevention (CHDP) is to prevent long-term health problems in our community residents by making early health care available to children in order to prevent or mitigate unhealthy conditions. MAJOR SERVICES & ACTIVITIES CHDP is a preventative health program that provides access to health care for children that meet program eligibility requirements. Staff works with a wide variety of health care providers that address the medical care needs of the program’s beneficiaries. Providers include private physicians, nurse practitioners, dentists, nutritionists, laboratories, community clinics, and other social and community service providers. Program services include health assessments to detect and prevent disease and disabilities, This assessment consists of a health history, developmental assessment, physical exam, nutritional assessment, dental assessment, vision and hearing exams, tuberculin test, lab tests, immunizations, health education, and referrals for any needed diagnosis and treatment. ACCOMPLISHMENTS FOR FY 2009-2010 •
Provided outreach presentations to various child-serving organizations and medical providers to encourage participation in Medi-Cal, Healthy Families, and CHDP programs.
•
Provided public health nurse case management services for children in the county’s foster care and Probation systems.
• •
Completed chart reviews and site visits for San Benito Health Foundation, a CHDP medical provider. Distributed the “Growing Up Healthy” brochures to community providers.
•
Facilitated the approval process for the new Mabie Community Health Clinic, as a CHDP provider.
OBJECTIVES FOR FY 2010-2011 •
Provide outreach presentations to various child-serving organizations to encourage participation in Medi-Cal, Healthy Families, and CHDP programs
•
Continue to refer eligible children to CHDP providers for screening.
•
Continue to provide public health nurse case management services for children in the County’s foster care and Probation systems.
•
Reconcile CHDP data base to Medi-Cal data base.
•
Improve tracking method of CHDP rating assessment forms
Recommended Budget FY 2010-2011
Page 350
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $11,300 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $12,395. NEW POSITIONS –No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES - Funding for employee overtime compensation is not recommended in FY2010-11. SERVICES & SUPPLIES – Expenditures are recommended at approximately the same levels as FY 2009-10 Adopted Budget. OTHER CHARGES – A-87 costs for FY 2010-11 are reduced by 41% from the prior year. INTERDEPARTMENTAL CHARGES – The reduction in expenditures is due primarily to OPEB cost being reclassified in Salaries & Benefits. FIXED ASSETS – Not applicable to this budget unit. REVENUES The program is funded with a Federal and State allocation in the amount of $232,073. NET COUNTY COST
$0
Net County Cost is zero.
Recommended Budget FY 2010-2011
Page 351
Recommended Budget FY 2010-2011
Page 352
FIRST 5 of SAN BENITO CHILDREN & FAMILY COMMISSION FUND 2214 – BUDGET UNIT 446 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
32,528
15,976
37,088
21,112
132%
Services & Supplies
1,495
1,499
2,012
513
34%
Other Charges
3,089
3,888
3,073
(815)
-21%
Interdepartmental Charges
2,631
3,654
2,462
(1,192)
-33%
0
0
0
0
0%
Total Appropriations
39,744
25,017
44,635
19,618
78%
Revenues
39,744
25,017
44,635
19,618
78%
0
0
0
0
0%
0.30
0.30
0.40
0.10
33%
Fixed Assets
Net County Cost
FTE SUMMARY
Recommended Budget FY 2010-2011
Page 353
MISSION Through a network of community partners, the Health Alliance (formerly Healthy Pathways) strives to promote optimum health and safety for the community through the development of healthy environments and healthy habits, starting with children during their formative years. MAJOR SERVICES & ACTIVITIES Through a partnership with Hazel Hawkins Memorial Hospitals Foundation, staff provides parent and children access to comprehensive prenatal and infant/child health education services that include special needs, physical, dental, H1N1 prevention presentations, tobacco prevention treatment and services and psychological health and prevention services through community outreach, group trainings and classes. In addition, staff also provides parents access and training to prenatal and infant/child safety and injury prevention education. Staff conducts community health outreach to the parents utilizing local media venues, including scheduled interviews on KMPG and promoting health education with articles in the FreeLance /Pinnacle newspapers. ACCOMPLISHMENTS FOR FY 2009-2010 •
Provided over 2,179 parents and children access to comprehensive prenatal and infant/child health education services.
•
Conducted a community wide car seat check up event, in which 87 car seats were installed and/or checked, making it the most successful car seat check up to date. Throughout the year over 137 car seats were checked and/or installed by health education staff.
•
Coordinated the 16 Annual Kids at the Park event, with over 1,500 participants, making this year the most well attended event since its inception.
th
OBJECTIVES FOR FY 2010-2011 •
Continue to provide parents and children access to comprehensive prenatal and infant/child health education services through community outreach, group trainings and classes.
•
In partnership with community based organizations, conduct the 17 Annual Kids at the Park event.
•
Conduct a community wide car seat check up event.
th
Recommended Budget FY 2010-2011
Page 354
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $2,300 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $2,092. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – Expenditures are budgeted approximately at the same level as FY 2009-10 adopted budget. OTHER CHARGES – A-87 Cost Plan charges for FY 2010-11 are reduced by 21% from prior year. INTERDEPARTMENTAL CHARGES – The reduction in expenditures is due primarily to OPEB costs being reclassified in Salaries & Benefits. FIXED ASSETS – Not applicable to this budget unit. REVENUES The program is funded with a grant from First Five San Benito Children and Families in the amount of $43,000. Realignment Revenue in the amount of $1,635 is being utilized to fund program costs that cannot be accommodated by the grant. NET COUNTY COST
$0
Net County Cost is zero.
Recommended Budget FY 2010-2011
Page 355
Recommended Budget FY 2010-2011
Page 356
MATERNAL & CHILD HEALTH FUND 2214 – BUDGET UNIT 428 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
229,278
240,714
275,545
34,831
14%
Services & Supplies
9,723
12,437
13,818
1,381
11%
Other Charges
17,440
34,346
20,743
(13,603)
-40%
Interdepartmental Charges
14,950
32,275
16,620
(15,655)
-49%
0
0
0
0
0%
Total Appropriations
271,392
319,772
326,726
6,954
2%
Revenues
271,392
319,772
326,726
6,954
2%
0
0
(0)
(0)
0%
2.75
2.65
2.70
0.05
2%
Fixed Assets
Net County Cost
FTE SUMMARY
Recommended Budget FY 2010-2011
Page 357
MISSION The mission of the Maternal Child Adolescent Health (MCAH) program is to promote healthy living for mothers and their families in order that their full potential as high functioning community members is realized by focusing on meeting their comprehensive health, physical, and psychosocial needs. The MCAH program strives for a community where all children are born healthy, where health disparities are eliminated, where a safe and healthy environment for all exists, and where all have equal access to appropriate care. MAJOR SERVICES & ACTIVITIES MCAH activities include child safety activities and activities that support low-income pregnant women and their newborns. Car seat/safety restraint fitting and training is offered free of charge to the community by certified technicians. Along with public health nurse case management services, “Baby Safety Shower” and “Stork’s Nest” events offer education and resource access to pregnant women. Our participation in the annual “Kids at the Park” health and safety fair for families with children and the Child Injury Prevention Coalition are examples of collaborations with other child-serving organizations in the community that are also focused on child health and safety. ACCOMPLISHMENTS FOR FY 2009-2010 •
Collaborated with San Benito County Office of Education and the Healthy Mothers Healthy Babies Coalition to update the pocket resource guide for 2010.
•
Distributed 1400 resource guides to the community.
•
Reopened Storks Nest program in March, 2010 with the help of volunteer partners.
•
Participated in a successful “March for Babies” event in 2009.
•
Hosted “Car Seat Safety Check” in April, 2010 with the assistance of community volunteers.
OBJECTIVES FOR FY 2010-2011 •
Train another public health nurse in the Sudden Infant Death Syndrome (SIDS) protocols.
•
Collaborate with the Bicycle and Safety Council to provide helmets for low-income families as part of city wide “Bicycle Week”.
•
Increase public partner participation in both the Healthy Mothers Healthy Babies and Child Injury Prevention Coalitions.
Recommended Budget FY 2010-2011
Page 358
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $17,000 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $14,121. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES - Funding for overtime is not recommended in FY 2010-11. SERVICES & SUPPLIES – Expenditures are budgeted approximately at the same level as FY 2009-10 Adopted Budget. OTHER CHARGES – A-87 Cost Plan charges are reduced by 37% compared to the prior year. INTERDEPARTMENTAL CHARGES – The reduction in expenditures is due primarily to OPEB costs being reclassified Salaries & Benefits. FIXED ASSETS – Not applicable to this budget unit. REVENUES The program is funded with a Federal and State allocation in the amount of $175,000. Realignment Revenue in the amount of $151,726 is being utilized to fund program costs that cannot be accommodated by the allocation. NET COUNTY COST
$0
Net County Cost is zero.
Recommended Budget FY 2010-2011
Page 359
Recommended Budget FY 2010-2011
Page 360
ENVIRONMENTAL HEALTH/ LOCAL ENFORCEMENT AGENCY FUND 2214 – BUDGET UNIT 429 - FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charge Fixed Assets Total Appropriations
480,980 31,993 30,822 26,489 0 570,285
460,464 56,439 57,028 53,587 0 627,518
511,179 42,645 27,658 22,160 0 603,641
50,715 (13,794) (29,370) (31,427) 0 (23,877)
11% -24% -52% -59% 0% -4%
Revenues Detail on next page
570,285
627,518
603,641
(23,877)
-4%
0
0
0
0
0%
4.80
4.80
4.60
(0.20)
-4%
Net County Cost FTE SUMMARY
Recommended Budget FY 2010-2011
Page 361
Revenue Detail for Environmental Health
Revenue Account & Description 550201
State Aid - Realignment
550404
State Aid - Health Program
562604
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
236,155
307,467
237,640
-69,827
-23%
38,870
9,717
15,900
6,183
64%
Hazardous Material Fee
144,884
153,914
173,556
19,642
13%
562608
Environmental Health Fee
147,245
151,038
170,237
19,199
13%
562610
Humane Service
471
0
0
0
0%
564600
Developer Charges
2,660
5,382
6,148
766
14%
541001
Interest
0
0
160
160
0%
570,285
627,518
603,641
-23,877
-4%
Total Revenues
Recommended Budget FY 2010-2011
Page 362
MISSION To protect, preserve and enhance the public health and safety and the environment through the delivery of effective environmental health inspection, consultation, education, and enforcement in order to protect the health of citizens and visitors of San Benito County. MAJOR SERVICES & ACTIVITIES Environmental Health provides protection for the public in the areas of food safety, safe drinking water, solid-waste and hazardous materials. Activities are mandated thru various codes and regulations that include but are not limited to the Health and Safety Code, Public Resource Code, California Code of Regulations, Uniform Housing Code, Uniform Building Code, Regional Water Quality Control Board, California Fire Code, etc. Areas of oversight include retail food safety, recreational health (public pools and spas), land use development plan review, solid waste enforcement, liquid waste permitting and inspection, Certified Unified Program Agency (CUPA) related to hazardous materials handling, rabies and vector control, nuisance/health complaints, local small water system oversight, state small water system oversight, aboveground petroleum storage oversight, etc. New for FY 2010-11 - Local Enforcement Agency (LEA)(BU420) has been combined with Environmental Health (BU429) since the LEA is a component of Environmental Health. ACCOMPLISHMENTS FOR FY 2009-2010 • •
• • •
Successfully passed a California Environmental Protection Agency (Cal EPA) evaluation of the CUPA program Successfully passed a California Integrated Waste Management Board evaluation of the Local Enforcement Agency (LEA). The LEA is responsible for carrying out the solid waste facilities permit and inspection program. Met the annual inspection goals for the CUPA facilities Participated on the County and City Design Review Committees for planning/land use projects All Registered Environmental Health Specialists (REHS) have satisfactorily passed the examination on spill prevention control and countermeasure plan provisions and safety requirements for aboveground storage tank facility.
OBJECTIVES FOR FY 2010-2011 • • •
Complete review and approval of the Risk Management Plans for the four (4) California Accidental Release Prevention Program (Cal ARP) facilities in the County. Work closely with the various county and state agencies on the development of the County Resource Recovery Park. Continue to participate on the County and City Design Review Committees as well as with the Economic Development Corporation.
Recommended Budget FY 2010-2011
Page 363
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $19,960 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $18,828. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – Recommended expenditures include a reduction in rent as the result of the department eliminating one office suite and the co-location of Environmental Health with EMS. Additionally travel has been reduced by $6,449 (32.5%) OTHER CHARGES – A-87 costs for FY 2010-11 are reduced by $29,370 or 51% from the previous budget year. INTERDEPARTMENTAL CHARGES – This line item reflects a reduction of $25,114 or 46.8% that is due to the OPEB cost recognized in Salaries and Benefits. Remaining Interdepartmental Charges are for services rendered by other divisions or departments to Environmental Health. FIXED ASSETS – Not applicable to this budget unit. REVENUES Environmental Health fees generate revenues specifically designated for this budget unit that pertain to the services rendered. The Board of Supervisors approved a five-year phase-in fee increase in April 2007 and this budget will realize the fourth year of the phased-in fee schedule. Fees included for this program include Environmental Health Fees, Planning Fees, CUPA Fees and Hazardous Material Fees. Realignment funds totaling $237,640 are utilized to fund program costs that can not be accommodated with the fee generated revenue. NET COUNTY COST
$0
Net County Cost is zero.
Recommended Budget FY 2010-2011
Page 364
Recommended Budget FY 2010-2011
Page 365
Recommended Budget FY 2010-2011
Page 366
ADOLESCENT FAMILY LIFE PROGRAM FUND 2214 – BUDGET UNIT 440 - FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
140,122
118,170
63,585
(54,585)
-46%
Services & Supplies
14,116
14,594
6,869
(7,725)
-53%
Other Charges
16,052
31,430
9,478
(21,952)
-70%
Interdepartmental Charges
10,505
21,922
4,309
(17,613)
-80%
0
0
0
0
0%
Total Appropriations
180,795
186,116
84,241
(101,875)
-55%
Revenues
180,795
186,116
84,241
(101,875)
-55%
(0)
0
(0)
(0)
0%
1.00
1.00
0.50
(0.50)
-50%
Fixed Assets
Net County Cost
FTE SUMMARY
Recommended Budget FY 2010-2011
Page 367
MISSION To support and guide pregnant and parenting teens so that they may thrive individually and so that their children may thrive. MAJOR SERVICES & ACTIVITIES The Adolescent Family Life Program (AFLP) is a program for pregnant and parenting teens designed to improve their health, social and economic well-being and enhance their education. The program provides case management services to eligible teens. The main goal of the program is to get the teens back into school so they can finish their education and to prevent a secondary pregnancy. The case manager’s three most important objectives are to assist clients in attaining a positive pregnancy outcome, help them complete their education and develop effective parenting skills. ACCOMPLISHMENTS FOR FY 2009-2010 •
The Adolescent Family Life Program was able to help seven (7) teen parents graduate from high school. Of these teen parents, six (6) have enrolled in secondary education opportunities.
•
Out of 45 clients that were served, only 13% had a secondary pregnancy.
•
The program collaborated with Healthy Pathways, a grant program that offered free CPR and First Aid classes for clients in both English and Spanish. Eight (8) clients participated in the CPR class and six (6) clients participated in the First Aid Class.
OBJECTIVES FOR FY 2010-2011 •
Reduce the teen secondary pregnancy rate below 10%.
•
Support teen graduates from high school and strongly encourage and assist them to further their education.
•
Increase the numbers of male teen fathers who are enrolled in the program.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $4,000 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $3,661.
Recommended Budget FY 2010-2011
Page 368
Staff assignment to this budget has been reduced by 0.50 FTE due to elimination of the State portion of the allocation. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for temporary or extra help employees is not recommended in FY 2010-11. SERVICES & SUPPLIES – The recommended expenditure for Rents & Leases has been reduced the reduction in staffing in this program. All other expenditures are budgeted approximately at the same level as FY 2009-10 Adopted Budget. OTHER CHARGES – A-87 Cost Plan charges are reduced by 77% from the prior year. INTERDEPARTMENTAL CHARGES – The reduction in expenditures is due primarily to OPEB costs being reclassified in Salaries & Benefits. FIXED ASSETS – Not applicable to this budget unit. REVENUES The program is funded with a Federal allocation in the amount of $67,000. Realignment Revenue in the amount $17,241 is being utilized to fund any program costs that cannot be accommodated by the federal allocation. NET COUNTY COST
$0
Net County Cost is zero.
Recommended Budget FY 2010-2011
Page 369
Recommended Budget FY 2010-2011
Page 370
CHALLENGE GRANT FUND 2214 – BUDGET UNIT 441 - FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
38,688
42,882
20,122
(22,760)
-53%
Services & Supplies
2,937
4,110
2,139
(1,971)
-48%
Other Charges
3,339
8,690
3,513
(5,177)
-60%
Interdepartmental Charges
2,831
6,698
1,693
(5,005)
-75%
0
0
0
0
0%
Total Appropriations
47,795
62,380
27,467
(34,913)
-56%
Revenues
47,795
62,380
27,467
(34,913)
-56%
(0)
0
(0)
(0)
0%
0.60
0.55
0.25
(0.30)
-55%
Fixed Assets
Net County Cost
FTE SUMMARY
Recommended Budget FY 2010-2011
Page 371
MISSION To offer teens the opportunity to develop the knowledge and skills to avoid early pregnancy and parenting, to delay the initiation of sexual activity, to maintain family size and to make healthy and wise decisions about sexuality throughout their lifetime. MAJOR SERVICES & ACTIVITIES The Challenge Grant Program is intended to reduce teen and unintended pregnancies and maintain family size. The program provides comprehensive sexuality education and also participates in health fairs and community events. The Social Worker for the program co-facilitates weekly groups at a local high school in which the information is covered as well as other related pertinent topics. ACCOMPLISHMENTS FOR FY 2009-2010 •
Maintained attendance of sixteen (16) youth at weekly support group meetings that began in September, 2009.
•
Engaged and maintained four (4) males in the weekly group for seven (7) months.
•
Participated in four (4) local community outreach events
OBJECTIVES FOR FY 2010-2011 •
Continue to co-facilitate weekly support groups to teens in the community.
•
Engage more males to participate in the program and develop strategies to keep them engaged in the services.
•
Continue to attend community outreach events in the County and if feasible neighboring counties.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $2,700 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $1,203. NEW POSITIONS – No new positions are recommended for FY 2010-11.
Recommended Budget FY 2010-2011
Page 372
TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES - Funding for temporary or extra help employees is not recommended in FY 2010-11. SERVICES & SUPPLIES – Expenditures are budgeted approximately at the same level as FY 2009-10 Adopted Budget with the exception of Leases and Rents due to the relocation of staff. OTHER CHARGES – A-87 Cost Plan charges reduced by 70% compared to prior year. INTERDEPARTMENTAL CHARGES – The reduction in requested expenditures is due primarily to OPEB costs being reclassified in Salaries & Benefits. FIXED ASSETS – Not applicable to this budget unit. REVENUES The program is funded with a State allocation in the amount of $26,400. The County contracts with Parenthood Mar Monte, the regional administrator of the Department of Health Services for this program. Realignment Revenue in the amount of $1,067 is being utilized (past practice) to fund program costs that cannot be accommodated by the State allocation. NET COUNTY COST
$0
Net County Cost is zero.
Recommended Budget FY 2010-2011
Page 373
Recommended Budget FY 2010-2011
Page 374
LOCAL PUBLIC HEALTH PREPAREDNESS FUND 2214 – BUDGET UNIT 449 - FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
254,330
321,893
277,230
(44,663)
-14%
Services & Supplies
117,566
454,209
152,383
(301,826)
-66%
Other Charges
44,417
29,810
22,280
(7,530)
-25%
Interdepartmental Charges
15,871
22,984
17,851
(5,133)
-22%
0
21,225
0
(21,225)
-100%
Total Appropriations
432,184
850,121
469,744
(380,377)
-45%
Revenues
432,184
850,121
469,744
(380,377)
-45%
0
0
0
0
0%
2.75
2.30
2.90
0.60
26%
Fixed Assets
Net County Cost
FTE SUMMARY
Recommended Budget FY 2010-2011
Page 375
MISSION To strengthen the capacity of Public Health Services to respond to bioterrorism, infectious disease outbreaks, and other public health threats and emergencies in San Benito County. MAJOR SERVICES & ACTIVITIES The goal of the Emergency Preparedness Programs is to prepare the County for a wide variety of incidents that impact public health. Program staff is responsible for: • • • •
developing, maintaining and testing emergency preparedness and response plans; strengthening community partners in emergency planning and response activities; coordinating emergency preparedness with healthcare facilities, schools, businesses and local government; and recruiting and implementing Disaster Healthcare Volunteers.
ACCOMPLISHMENTS FOR FY 2009-2010 •
Conducted two mass vaccinations; a seasonal flu clinic on 11/3/09 reaching 3,042 community members in five hours and an H1N1 flu clinic on 01/27/10, reaching 1,417 community members in five hours. Both of these clinics exercised Public Health’s ability to provide mass vaccination to the entire population of San Benito County within a short time frame if there was a public health emergency.
•
Conducted an Emergency Preparedness Summit on March 11, 2010 focusing on the role of Public Health & organizations that provide services to those with special needs in a disaster or public health emergency.
•
Received a score of 90 and above on Strategic National Stockpile/Cities’ Readiness Initiative (SNS/CRI) site assessment, being one out of ten counties to do so.
•
Received an Award of Excellence from Betsy Lyman at the California Department of Public Health (CDPH).
•
Increased the Disaster Healthcare Volunteer (DHV) pool from 18 to 92 volunteers.
OBJECTIVES FOR FY 2010-2011 •
Continue implementing areas of the SNS/CRI plan by conducting drills and exercises.
•
Continue working with volunteer agencies to identify adequate volunteer staffing for Points of Dispensation (PODs) for vaccines and other pharmaceuticals.
•
Continue working on an MOU with Monterey County to obtain access to their CHEMPACK if and when an incident warrants utilization.
•
Assist Office of Emergency Services (OES) in the completion of the “Guidance on Planning and Responding to the Needs of People with Disabilities and Older Adults”.
Recommended Budget FY 2010-2011
Page 376
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $17,000 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $15,167. NEW POSITIONS – No new positions are recommended for FY 2010-11 TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – No funding for employee overtime compensation is recommended in FY 2010-11. SERVICES & SUPPLIES – The recommended expenditures reflect the anticipated elimination of the one time H1NI funding and the re-location of staff. This is reflected primarily in the direct program expenditures in Special Department Expense and in Rent. OTHER CHARGES – A-87 Cost Plan Charges for FY 2010-11 are reduced by 25 % from prior year. INTERDEPARTMENTAL CHARGES – The reduction in requested expenditures is due primarily to OPEB costs being reclassified in Salaries & Benefits. FIXED ASSETS – Not applicable to this budget unit. REVENUES There are State revenues specifically attributable to the budget through funding agreements with the California Department of Health Services in the amount of $442,728. The recommended revenue reflects the anticipated elimination of one time H1N1 funding and the continued funding of normal program activities. Realignment Revenue in the amount of $27,016 is being utilized to fund program costs that cannot be accommodated by the State allocation. NET COUNTY COST
$0
Net County Cost is zero. PENDING FACTORS Revenue estimates include a projected prior year carryover amount of $68,000, which allows this program to maintain current staffing. Should the State withdraw or reduce the carryover amount, the department would have to adjust this budget and bring to the Board at that time. Recommended Budget FY 2010-2011
Page 377
Recommended Budget FY 2010-2011
Page 378
CALIFORNIA CHILDREN’S SERVICES ADMINISTRATION FUND 2214 – BUDGET UNIT 450 - FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
114,181
117,558
128,039
10,481
9%
Services & Supplies
7,772
8,383
9,194
811
10%
Other Charges
26,418
28,382
18,860
(9,522)
-34%
Interdepartmental Charges
15,973
21,969
11,104
(10,865)
-49%
0
0
0
0
0%
Total Appropriations
164,345
176,292
167,197
(9,095)
-5%
Revenues
164,345
176,292
167,197
(9,095)
-5%
0
0
0
0
0%
2.37
1.80
1.80
0.00
0%
Fixed Assets
Net County Cost
FTE SUMMARY
Recommended Budget FY 2010-2011
Page 379
MISSION To provide medical services to children in the community with catastrophic illness, injuries, and/or health conditions in order that they achieve and/or maintain a greater state of well-being. MAJOR SERVICES & ACTIVITIES The California Children’s Services (CCS) program is a State-mandated program that provides diagnostic and treatment services, medical case management and physical/occupational therapy services to children under age 21 with CCS-eligible medical conditions. CCS-eligible medical conditions include cystic fibrosis, hemophilia, cerebral palsy, heart disease, cancer, traumatic injuries, infectious diseases producing major sequelae, and other chronic medical conditions. The CCS program can authorize and pay for specific medical services and equipment provided by CCSapproved medical providers. The California Department of Public Health (CDPH) manages the CCS program for the smaller counties, such as San Benito County and makes the referrals to the appropriate medical providers. County Public Health staff conducts the eligibility screening of potential clients and organizes the physical and occupational therapy clinics at its South Street Medical Therapy Unit (MTU). NOTE: This budget unit pertains only to the administrative costs of operating the CCS program. ACCOMPLISHMENTS FOR FY 2009-2010 • •
•
Provided financial and eligibility screening for CCS applicants. Organized medical therapy clinics at the Line Street Medical Therapy Unit, providing physical and occupational therapy for CCS customers. Streamlined office procedures between CCS staff and Medical Therapy Unit (MTU) staff for immediate customer access
OBJECTIVES FOR FY 2010-2011 •
Continue to accept referrals and conduct eligibility determination for potential CCS clients.
•
Streamline application process for client medical treatment and prescription access.
•
Develop protocols and procedures for high risk CCS clients requiring medical follow up.
•
Minimize back log of clients from the time of application to the CCS program to the time of receiving services.
Recommended Budget FY 2010-2011
Page 380
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $8,900 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $9,414. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – Expenditures are budgeted at approximately the same level as FY 2009-10 Adopted Budget. OTHER CHARGES – A-87 Costs Plan Charges for FY 2010-11 are reduced by 34% from prior year. INTERDEPARTMENTAL CHARGES – The reduction in requested expenditures is due primarily to OPEB costs being reclassified in Salaries & Benefits. FIXED ASSETS – Not applicable to this budget unit. REVENUES The program is funded with a federal and State allocation in the amount of $148,319. Realignment Revenue in the amount of $18,878 is being utilized to fund program costs that cannot be accommodated by the allocation. NET COUNTY COST
$0
Net County Cost is zero.
Recommended Budget FY 2010-2011
Page 381
Recommended Budget FY 2010-2011
Page 382
CCS – DIAGNOSTIC TREATMENT & THERAPY FUND 2214 – BUDGET UNIT 451 - FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
57,020
68,999
84,230
15,231
22%
Services & Supplies
130,378
128,600
103,778
(24,822)
-19%
Other Charges
594,846
650,000
656,000
6,000
1%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
782,244
847,599
844,008
(3,591)
0%
Revenues
782,244
847,599
844,008
(3,591)
0%
0
0
0
0
0%
2.50
2.50
2.50
0.00
0%
Net County Cost
FTE SUMMARY
Recommended Budget FY 2010-2011
Page 383
MISSION To provide medical services to children in the community with catastrophic illness, injuries, and/or health conditions in order that they achieve and/or maintain a greater state of well-being. MAJOR SERVICES & ACTIVITIES The California Children’s Services (CCS) program is a State-mandated program that provides diagnostic and treatment services, medical case management and physical/occupational therapy services to children under age 21 with CCS-eligible medical conditions. CCS-eligible medical conditions include cystic fibrosis, hemophilia, cerebral palsy, heart disease, cancer, traumatic injuries, infectious diseases producing major sequelae, and other chronic medical conditions. The CCS program can authorize and pay for specific medical services and equipment provided by CCSapproved medical providers. The California Department of Public Health (CDPH) manages the CCS program for the smaller counties, such as San Benito County and makes the referrals to the appropriate medical providers. County Public Health staff conducts the eligibility screening of potential clients and organize the physical and occupational therapy clinics at its South Street Medical Therapy Unit (MTU). NOTE: This budget unit pertains only to the medical care costs for CCS-eligible clients. ACCOMPLISHMENTS FOR FY 2009-2010 •
Provided financial and eligibility screening for CCS applicants.
•
Organized medical therapy clinics at the Line Street Medical Therapy Unit, providing physical and occupational therapy for CCS customers.
•
Streamlined office procedures between CCS staff and Medical Therapy Unit (MTU) staff for immediate customer access.
OBJECTIVES FOR FY 2010-2011 •
Continue to accept referrals and conduct eligibility determination for potential CCS clients.
•
Streamline application process for client medical treatment and prescription access.
•
Develop protocols and procedures for high risk CCS clients requiring medical follow up.
•
Minimize back log of clients from the time of application to the CCS program to the time of receiving services.
Recommended Budget FY 2010-2011
Page 384
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $5,200 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $5,230. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES - Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES –The recommended expenditures in Professional Services reflect contract services for Physical and Occupational Therapists in the amount of $103,778. These positions are included in the authorized positions, however have been unfunded to offset these contact services. OTHER CHARGES – The estimated expenditures reflect the estimated cost from outside medical providers which are paid by the State. The estimates are based on historical expenditures but are subject to future treatment costs for eligible participants which are outside the control of the department. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES The program is funded with a federal and State reimbursements in the amount of $610,239. Realignment Revenue in the amount of $233,769 is being utilized to fund program costs that cannot be accommodated by the allocation. NET COUNTY COST
$0
Net County Cost is zero.
Recommended Budget FY 2010-2011
Page 385
PENDING FACTORS The proposed budget has been based on FY 2009-10 actual medical treatment costs. The CCS program is a State-mandated program that places the burden on counties for providing mandated services that may not be fully-funded. Realignment revenues support the required local match to this program and could be insufficient to support the program with one or several unanticipated highcost medical cases. Health Realignment revenues derived from Vehicle License Fee (VLF) collections have declined significantly over the past two fiscal years.
Recommended Budget FY 2010-2011
Page 386
Recommended Budget FY 2010-2011
Page 387
EMERGENCY MEDICAL SERVICES FUND 2216 - BUDGET UNIT 101 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations
189,804 386,904 18,281 11,454 0 606,443
270,947 203,147 20,738 12,784 0 507,616
315,602 257,514 15,166 10,000 0 598,282
44,655 54,367 (5,572) (2,784) 0 90,666
16% 27% -27% -22% 0% 18%
Revenues Detail on next page
586,122
507,616
598,282
90,666
18%
20,321
0
0
0
0%
2.00
3.00
3.00
0.00
0%
Net County Cost FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title
Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
Emergency Medical Services Coord
24.5
1.00
1.00
1.00
0.00
Emergency Services Specialist
22.8
0.25
1.00
1.00
0.00
Secretary I
14.9
0.00
1.00
1.00
0.00
1.250
3.000
3.00
0.00
Total Positions
Recommended Budget FY 2010-2011
Page 388
Revenue Detail for Emergency Medical Services Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
440,810
281,216
325,282
44,066
16%
943
0
0
0
0%
Revenue Account & Description 513001
EMS CSA Benefit Assessment
541001
Interest
561501
Maddy Administration
15,010
20,000
17,500
-2,500
-13%
570010
Reimbursable - Other (Hollister Hills)
57,000
57,000
57,000
0
0%
576012
Transfer from Maddy Hospital Trust
72,359
45,000
45,000
0
576012
Transfer from Maddy Physicians Trust
0
104,400
153,500
49,100
47%
586,122
507,616
598,282
90,666
18%
Total Revenues
Recommended Budget FY 2010-2011
Page 389
MISSION San Benito County EMS’ mission is to provide an efficient, effective system of emergency medical care to the citizens of San Benito County. MAJOR SERVICES & ACTIVITIES The EMS Agency provides the clinical and regulatory oversight of the Emergency Medical Services provided within San Benito County by fire service agencies, ambulance transport services, dispatch communications services and the base hospital according to California State Health and Safety Codes. EMS also ensures that continuing education is available to these provider agencies. EMS is committed to emergency preparedness and work closely with Public Health and the Office of Emergency Services. EMS serves as the Medical Health Operational Area Coordinator and Alternate for resource procurement through the Region II Regional Disaster Health and Medical Coordination. In addition, EMS manages many different types of data pertaining to clinical care, response time compliance, trauma system registry, Public Access Defibrillation and MADDY Funds distribution. ACCOMPLISHMENTS FOR FY 2009-2010
•
Performed Continuous Quality Improvement reviews on Advanced Life Support and Basic Life Support run reports
•
Participate in the 2009 Statewide Medical & Health Disaster Exercise
•
Revision and roll-out of updated Policy and Procedures Manual
•
Conducted Seldom Used Skills training in January 2010
•
Oversight and maintenance of Emergency Ambulance Agreement
OBJECTIVES FOR FY 2010-2011
•
Revise and update the 2010-2011 Emergency Medical Services Plan Update
•
Revise the Base Hospital Contract for Hazel Hawkins to accommodate the current environment and needs
•
Establish partners to provide EMT and 1 Responder certification and refresher courses within San Benito County
•
Revise the County’s Ambulance Ordinance in order that it reflects current practice and environment.
st
Recommended Budget FY 2010-2011
Page 390
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Include the following statement: Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $10,936 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits. Additionally, the prior EMS Coordinator did not receive retirement benefits due to special circumstances. The current EMS Coordinator now receives full benefits and that has affected total salary and benefit costs. NEW POSITIONS – No new positions are recommended for FY 2010-11 TEMPORARY/EXTRA HELP - The budget request includes $44,720 for temporary/extra help to fund a .25 EMS Medical Director, a position that is required for this program. OVERTIME WAGES - No funding for employee overtime compensation is recommended in FY 2010-11. SERVICES & SUPPLIES – Most line items remain the same as FY 2009-10 with the exception of the Special Department Expense and Professional Services. Special Department Expenses include $198,500 related to claims for medical services that are funded from the MADDY Emergency Services Fund. These expenditures are offset by transfers from the MADDY Trust Fund discussed below. The increase is related to an anticipated increase in the reimbursement rate due to an improvement in the trust fund balance. Professional Services have been increased due to anticipated expenditures related to new EMT Regulations. FIXED ASSETS - None requested REVENUES Revenues are derived from several sources. The Benefit Assessment Fee for County Service Area (CSA) #36 will provide $325,282 to support this budget. CSA 36 revenues support the costs of the EMS Program and Advanced Life Support Services. MADDY Emergency Medical Services provide funding in the amount of $198,500 for reimbursement to physicians, surgeons and hospitals for medically indigent patients and $17,500 for EMS Administration costs. In addition, this budget unit also receives revenues of $57,000 in funding from Hollister Hills to mitigate the services rendered to the park. This has been an ongoing contract for several years.
Recommended Budget FY 2010-2011
Page 391
NET COUNTY COST
$0
There is no Net County Cost for this budget.
Recommended Budget FY 2010-2011
Page 392
Recommended Budget FY 2010-2011
Page 393
COUNTY MEDICAL SERVICES PROGRAM FUND 1001 – BUDGET UNIT 490 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
0
0
0
0%
Services & Supplies
0
0
0
0
0%
Other Charges
0
0
30,528
30,528
100%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
0
0
30,528
30,528
100%
Revenues
0
0
0
0
0%
Net County Cost
0
0
30,528
30,528
100%
0.00
0.00
0.00
0.00
0%
FTE SUMMARY
This budget unit does not have a Schedule of Authorized Full-Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 394
MISSION The mission of the County Medical Services Program (CMSP) is to provide health care services to indigent adults in the County. Through payment of an annual participation fee, eligible consumers and health care providers in the County are afforded a mechanism for obtaining medical services or receiving payment for said services. MAJOR SERVICES & ACTIVITIES CMSP is a state-administered, and largely state-funded, program which provides medical care to the indigent population in San Benito County. It is the County’s responsibility pursuant to Section 17000 of the Welfare and Institutions Code to provide said care. This section mandates that counties are the providers of last resort for indigent health care. This budget unit appropriates the County’s contribution, or fee, charged by the State for participating in the program. RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Not applicable to this budget unit. SERVICES & SUPPLIES – Not applicable to this budget unit. OTHER CHARGES – The CMSP Governing Board has notified the County that the FY 2010-11 Participation Fee is $37,018, less a $6,490 credit, for a net fee amount of $30,528. The annual fee of $37,018 has remained the same since FY 2007-08. The credit used against the FY 2010-11 fee will exhaust the credit balance given the County in FY 2007-08. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to his budget unit. REVENUES There are no revenues associated with this budget unit. NET COUNTY COST
$30,528
Net County Cost is $30,528. This reflects an increase of $30,528 or 100% compared to Adopted FY 200910 due to the exhaustion of the credit balance with the County Medical Services Program. In reality, the participation fee for the County has remained the same at $37,018 since FY 2007-08.
Recommended Budget FY 2010-2011
Page 395
Recommended Budget FY 2010-2011
Page 396
INTEGRATED WASTE MANAGEMENT FUND 3010 = BUDGET UNIT 101 – FY 2010-2011 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations
211,021 1,085,064 33,949 0 0 1,330,034
244,210 1,781,788 22,913 0 0 2,048,911
113,713 655,770 15,216 0 0 784,699
(130,497) (1,126,018) (7,697) 0 0 (1,264,212)
-53% -63% -34% 0% 0% -62%
Revenues
1,050,396
905,000
800,000
(105,000)
-12%
FUND BALANCE
279,638
1,143,911
(15,301)
(1,159,212)
-101%
FTE SUMMARY
2.15
2.25
0.75
(1.50)
-67%
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
Director, Integrated Waste Mgmt.
32.6
1.00
1.00
0.50
(0.50)
Recycling & Resource Recovery Coord.
23.6
1.00
1.00
0.00
(1.00)
10.9/14.3/12.3
0.15
0.25
0.25
0.00
2.150
2.25
0.75
(1.50)
Job Class Title
OA III or Secretary I/II Total Positions
Recommended Budget FY 2010-2011
Page 397
MISSION The Integrated Waste Management Department is responsible for oversight of County-owned landfill operations. Landfill operations consist of Post-Closure activities on the closed Class I site and on-going compliance with Corrective Measures implemented by US EPA and the California Department of Toxic Substances Control to remediate the contaminated groundwater plume beneath the active Class III landfill; oversight of contract operations at the active Class III Municipal Solid Waste landfill; and regulatory compliance with landfill permits from the California Integrated Waste Management Board, Regional Water Quality Control Board, Monterey Bay Unified Air Pollution Control District and the Department of Toxic Substances Control. The Integrated Waste Management Department also serves as lead agency for the San Benito County Integrated Waste Management Regional Agency, which consists of the County and the Cities of Hollister and San Juan Bautista and is responsible for compliance with State of California mandated waste diversion goals of 50% (AB 939). In the lead agency capacity, the Department is responsible for oversight of the County and Cities refuse/recycling contracts and public education to residences and businesses. Supplemental programs include the County-wide Household Hazardous Waste Program and Small Quantity Generator Program for qualifying business hazardous waste. The programs are represented in the separate Regional Agency budget unit for the first time this year. MAJOR SERVICES & ACTIVITIES The Integrated Waste Management Department is primarily responsible for ensuring compliance with Federal and State mandated regulations that ensure public health and safety related to refuse, recycling and household hazardous waste; related public education and economic development programs. Activities consist of the following: •
Landfill operations oversight and regulatory compliance
•
Development of Resource Recovery Park adjacent to John Smith Road Landfill
ACCOMPLISHMENTS FOR FY 2009-2011 •
Initiated EIR process for Zone Change and General Plan Amendment at resource Recovery Park
•
Developed and released RFP for lease of proposed Resource Recovery Park
•
Updated WDR (Waste Discharge Requirements) with the Regional Water Quality Control Board
OBJECTIVES FOR FY 2010-2011 •
Complete Resource Recovery Park EIR, Zone Change and General Plan Amendment
•
Construct required improvements to Resource Recovery Park
•
Continue work on new landfill development/EIR initiation
•
Complete Class III Landfill permits update
Recommended Budget FY 2010-2011
Page 398
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $3,257 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits at an amount of $4,414. The schedule of authorized positions for this budget unit changed from 2.25 FTEs to .75 FTEs to reflect the work performed by staff for these services. The remaining 1.50 FTEs positions are transferred to a new budget for the Regional Agency (BU 300). NEW POSITIONS – No new positions are recommended for FY 2010-11 TEMPORARY/EXTRA HELP - No funding for temporary or extra help employees is recommended in FY 2010-11. OVERTIME WAGES – No funding for employee overtime compensation is recommended in FY 2010-11. SERVICES & SUPPLIES – This is the first year that the Landfill budget and Regional Agency budget have been prepared separately, therefore prior year comparisons are not possible at this time. Costs, however, do vary from year to year based on permitting and other mandatory compliance issues. Most requested line items in this category are similar this year; noted exceptions with the line item detail are described below: Membership Dues: This line item is recommended at $300 providing for membership with Solid Waste Association of North America (SWANA). Publication and Legal Notices: This line item is recommended at $32,258 and reflects a decrease of $11,641 (26%). Costs include legal notices and publications anticipated in FY 2010-11, as it relates to the State Board of Equalization (DTSC/Class I facility fee), the Monterey Bay Unified Air Pollution Control District (Extraction Wells, Flare and Title V permits), the CIWMB/LEA Annual Fee, the State Water Resources Control Board Storm Water Fee, the City of Hollister POTW hook-up permit and fees on Class I. Professional Services: This line item is recommended at $165,000, a decrease of $696,000 (91%) when compared to FY 2009-10. This is primarily due to moving expenses to Regional Agency (BU 300) for the purpose of that program. The appropriations in this line item cover the costs for the landfill and the ongoing costs associated with groundwater monitoring and reporting, groundwater lab analysis, legal services, general services, a planned fly-over, for installation of a well and the installation of a one foot clay module. Special Departmental Expense: This line item is recommended at $426,837, a decrease of $416,051 (49%) when compared to FY 2009-10. This is primarily due to moving expenses to Regional Agency (BU 300) for the purpose of that program. Costs recommended in this line item include Post-closure Class I, Closure Class III, and Post-closure Class III reserve appropriations. Costs for Environmental/Pollution Liability Insurance and expenses for the Illegal Dumping Abatement Program, the Regional Agency, the GIS Enterprise and Hardship Assistance Program for residents that qualify for PG&E Care Program are also included. Recommended Budget FY 2010-2011
Page 399
OTHER CHARGES – A-87 costs for FY 2010-11 are reduced by $7,697 (34%) from the previous budget year. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – No Fixed Assets recommended. REVENUES The Integrated Waste Management Department is primarily funded through landfill tipping fees. Most revenue from fees will remain constant due to the contract operator’s ability to maintain a 250/tons per day annual average at John Smith Road Landfill. However, Special Waste revenue which is obtained through the disposal of construction and demolition waste, has continued to decrease ($75,000) due to the downturn in that sector of the economy. In addition, Interest revenue has declined as well ($100,000) due to current economic conditions. CAPITAL OUTLAY PROJECT – FY 2010-11 In the Capital Outlay Budget BU (101), new projects are recommended below with funding from the New Landfill Development and Diversion Reserve Fund: 1) New Landfill development - EIR $250,000 2) Proposed Resource Recovery Park/Phase I: Installation of landfill gas extraction wells: $200,000; permitting and grading/paving, fencing, water line, LFG pipe line: $500,000. CONTINGENCY BUDGET –FY 2010-11 In the Contingency Budget BU (999) an appropriation of $1,000,000 is recommended with funding from the New Landfill Development and Diversion Fund. This will provide added flexibility funding to address unforeseen emergency issues in the general fund, as the general fund contingency is only recommended at $ 1,000,000 again this year. NET COUNTY COST
$0
Net County cost is $0 for FY 2010-11. The Integrated Waste Management Fund continues return surplus to reserves. Fund balance estimated at FY 2009-10 year end totaling $149,565 will be returned to the New Landfill Development and Diversion Reserve. RESERVES 1) Corrective Action Fund –Class I John Smith Road Landfill $126,650.00* State mandated cash reserve by the Department of Toxic Substances Control and Regional Water Quality Control Board in case of toxic release; funds to be used for clean up. City of Hollister has matching funds on reserve as well. (Hazardous Waste Facility Post Closure Permit # 03-SAC-006/ Waste Discharge Requirements #R3-2002-001) 2) Closure Fund- John Smith Road Landfill Class III $1,989,526* State mandated financial assurance requirement. Funds set aside each year based on capacity used and remaining capacity. (CCR Title 27 Section 22205-22207)
Recommended Budget FY 2010-2011
Page 400
3) Post-Closure Fund- John Smith Road Landfill Class III $2,215,515* State mandated financial assurance requirement. Funds set aside each year based on capacity used and remaining capacity. Requirement is currently for 30 years beyond closure. (CCR Title 27 Section 2221022212) 4) Landfill Development and Diversion Reserve $4,188,374* Reserve fund established in 2000 as a mechanism to fund landfill development and diversion programs that extend the life of the landfill. Funds are derived from fund balance in the Integrated Waste Management operating budget. Each year the Board is asked to allocate any remaining fund balance from an undesignated status to this Landfill Development and Diversion Reserve. *Note: All balances as of June 30, 2010.
Recommended Budget FY 2010-2011
Page 401
Recommended Budget FY 2010-2011
Page 402
REGIONAL AGENCY FUND 3010 – BUDGET UNIT 300 – FY 2010-11 RECOMMMENDED Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations
0 0 0 0 0 0
0 0 0 0 0 0
167,448 285,512 15,216 0 0 468,176
167,448 285,512 15,216 0 0 468,176
100% 100% 100% 0% 0% 0%
Revenues
0
0
468,176
468,176
100%
Net County Cost
0
0
0
0
0%
0.00
0.00
1.50
1.50
100%
Fiscal Summary
FTE SUMMARY
Increase/ Decrease
% of Change
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Director, Integrated Waste Mgmt. Recycling & Resource Recovery Coordinator Total Positions
Recommended Budget FY 2010-2011
Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
32.6
0.00
0.00
0.50
0.50
23.6
0.00
0.00
1.00
1.00
0.000
0.00
1.50
1.50
Page 403
MISSION ***Please note the San Benito County Integrated Waste Management Regional Agency is a new budget unit this fiscal year. It was determined that better transparency would be achieved for both the public and for compliance reporting, if the Landfill Budget and the Regional Agency Budget were presented individually. The change in budget presentation does not change approved FTE’s, as time is split between budget units. The Integrated Waste Management Department serves as lead agency for the San Benito County Integrated Waste Management Regional Agency, which consists of the County and the Cities of Hollister and San Juan Bautista. The Regional Agency is responsible for compliance with State of California mandated waste diversion goals of 50% (AB 939), and the revised reporting goals as identified in SB 1016. In the lead agency capacity, the Department is responsible for oversight of the County and Cities refuse/recycling contracts and public education to residences and businesses. Supplemental programs include the County-wide Household Hazardous Waste Program and Small Quantity Generator Program for qualifying business hazardous waste, as well as Green Business certification. The Agency partners as a contractual participant in the Central Coast Recycling Market Development Zone Program (RMDZ). The RMDZ is a collaboration of the Counties of San Benito, Monterey, Santa Cruz and San Luis Obispo which provides technical assistance and low interest loans to “green” (recycling based) businesses as a means of enhancing economic development. Reporting and monitoring of green house gas emissions is the responsibility the Department as well. The County participates in the Climate Registry. The Registry is a non-profit public/private partnership that serves as a voluntary green–house gas (GHG) registry to promote and encourage early actions to reduce GHG emissions, which inherently reduces waste and conserves energy and water. MAJOR SERVICES & ACTIVITIES The Integrated Waste Management Regional Agency is primarily responsible for ensuring compliance with Federal and State mandated regulations that ensure public health and safety related to refuse, recycling and household hazardous waste; related public education and economic development programs. Activities consist of the following: •
Refuse and recycling contract oversight
•
Household Hazardous Waste Program
•
Small Quantity Generator Program (Business Hazardous Waste)
•
Public Education on waste diversion and household hazardous waste
•
Illegal Dumping Abatement Program
•
Central Coast Recycling Market Development Zone Program
•
Green Business Program
•
The Climate Registry
Recommended Budget FY 2010-2011
Page 404
ACCOMPLISHMENTS FOR FY 2009-2010 • • • • • • •
Completed training of new staff (Recycling and Resource Recovery Coordinator) Expanded Green Business Program outreach Enhanced Green Chemistry outreach to transition businesses from hazardous chemical use Developed convenient drop-off program for fluorescent light recycling Continued work on multi-family recycling implementation project Expanded The Climate Registry reporting to Cities of Hollister and San Juan Bautista Researched Community Garden/composting project as interdisciplinary outreach: illegal dumping abatement, homeless job skills, youth activity, surplus food supply for Community pantry
OBJECTIVES FOR FY 2010-2011 • • • • • • • •
Continue work with tri-County grant for multi-family recycling programs Continue set-up of community drop off sites for pharmaceutical and sharps collection and recycling Continue to expand Green Business Program outreach Continue to work with Green Chemistry initiative Expand local public education programs through both print and TV/radio media Expand school recycling programs Develop school and hospital composting programs Continue work on the Community Garden/composting project
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $6,482 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in an amount of $8,337. NEW POSITIONS – No new positions are recommended for FY 2010-11 TEMPORARY/EXTRA HELP – No funding for temporary or extra help employees is recommended in FY 2010-11. OVERTIME WAGES – No funding for employee overtime compensation is recommended in FY 2010-11. SERVICES & SUPPLIES –This is the first year that the Regional Agency budget and corresponding programs are being presented in a separate budget. Prior years displayed these budget amounts “rolled up” in Special Department Expense. Therefore, year to year comparisons are not possible at this time. However, overall expenditures are similar to prior periods.
Recommended Budget FY 2010-2011
Page 405
Membership Dues - This line item is recommended at $12,950 and includes membership to California Resource Recovery Association, Monterey Bay Green Business and the Climate Registry for the director and associates. Special Departmental Expense – This line item is recommended at $70,706 and includes expenses for public education and materials as they relate to Bulky Item/Recycle Day Events, San Benito River Clean-up and Earth Day Events. Expenses for print media, Television and radio announcements are also included as well as materials for the Reusable Bag Program and Recycling Containers (DOC Grant) and the Used Oil Program. OTHER CHARGES – A-87 costs for FY 2010-11 are $15,216 for this budget year. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – No Fixed Assets are recommended. REVENUES The Regional Agency is a cost reimbursement program. Costs are reimbursed by member jurisdictions on a per capita basis as follows: Regional Agency cost allocation (percentage breakdown) per agreement: State of California Department of Finance 1/09 Population Update
City of Hollister City of San Juan Bautista County of San Benito
POPULATION 37,054
PERCENTAGE 64%
1,891
3%
19,071
33%
58,016
100%
County’s share of cost is provided from the Integrated Waste BU (101). In addition, the Regional Agency implements grants (Department of Conservation, Used Oil Block Grant and the Tire Amnesty Grant) on behalf of the member jurisdictions. Revenues reflect expense reimbursement according to the Cost Sharing Agreement along with anticipated grant funds. NET COUNTY COST
$0
Net County Cost is $0.
Recommended Budget FY 2010-2011
Page 406
Recommended Budget FY 2010-2011
Page 407
HUMAN SERVICES AGENCY – ADMINISTRATION FUND 2211 – BUDGET UNIT 500 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
4,759,399
4,953,707
5,716,580
762,873
15%
Services & Supplies
796,010
894,896
878,854
(16,042)
-2%
1,089,419
739,823
423,894
(315,929)
-43%
264,844
434,605
90,400
(344,205)
-79%
0
25,000
18,287
(6,713)
-27%
Total Appropriations
6,909,672
7,048,031
7,128,015
79,984
1%
Revenues
7,093,326
6,940,079
6,784,680
(155,399)
-2%
Use of Fund Balance
(473,004)
(181,398)
53,985
(53,967)
-130%
289,350
289,350
289,350
0
0%
69.00
67.50
72.25
4.50
7%
Other Charges Interdepartmental Charges Fixed Assets
Net County Cost
FTE SUMMARY
Recommended Budget FY 2010-2011
Page 408
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Actual Adopted Recomm Job Class Title Salary Range 2008-09 2009-10 2010-11 Account Clerk I/II
Change
8.9/10.9
3.00
3.00
4.00
1.00
Account Clerk III/Accounting Tech.
12.9
2.00
1.00
0.50
(0.50)
Administrative Services Manager
25.6
1.00
1.00
1.00
0.00
Assistant Director, H&HSA
Flat
1.00
1.00
0.00
(1.00)
Cal Works Supervisor
21.9
1.00
1.00
1.00
0.00
Deputy Director, H&HSA
Flat
2.00
2.50
3.50
1.00
Dir. Health & Human Svcs. Agency
39.8
1.00
1.00
1.00
0.00
Eligibility Supervisor I
17.9
1.00
1.00
2.00
1.00
Eligibility Worker I/II
10.9/12.9
10.00
10.00
12.00
2.00
Eligibility Worker III
14.9
3.00
3.00
3.00
0.00
Employment & Training Supervisor
21.9
1.00
1.00
1.00
0.00
Employment & Training Worker I/II/III
13.9/15.9/17.9
1.00
1.00
1.00
0.00
Integrated Case Worker III/II/I
14.9/16.9/18.9
8.00
8.00
8.00
0.00
Legal Clerk I/II
8.9/10.9
1.00
1.00
1.00
0.00
Office Assistant I/II
6.9/8.9
4.00
5.00
6.00
1.00
Office Assistant III
10.9
1.00
1.00
1.00
0.00
Office Services Supervisor
14.9
1.00
1.00
1.00
0.00
Screener
10.9
2.00
2.00
2.00
0.00
15.7/18.6/21.6/22.6
15.00
14.00
14.25
0.25
Social Worker I/II/III/IV Social Worker Supervisor I/II
23.6/25.6
3.00
3.00
3.00
0.00
17.6/20.6/23.6
1.00
1.00
1.00
0.00
Supervising Welfare Fraud Invest.
24.7
1.00
1.00
1.00
0.00
Vocational Assistant
10.9
5.00
4.00
4.00
0.00
69.000
67.50
72.25
4.75
Staff Services Analyst I/II Senior
Total Positions
Recommended Budget FY 2010-2011
Page 409
MISSION Health and Human Services Agency’s (HHSA) mission is to promote personal responsibility, independence, and self-sufficiency of individuals and families through a responsive and accessible system that acknowledges the dignity of all individuals we serve and will provide those services with respect and compassion. MAJOR SERVICES & ACTIVITIES Health and Human Services Agency provides a wide array of public assistance and child/adult protective services to the community. Public assistance programs are government entitlement programs for those that meet certain criteria. Protective services programs are designed to be the safety net for financiallyneedy individuals and/or those at risk of abuse and neglect. Services and programs include the following: •
CalWORKS – a cash aid and employment services program for needy families and children.
•
Medi-Cal- the California version of the federal Medicaid program that provides health care coverage to CalWORKS recipients and other low-income, including pregnant women, families and children, the aged, blind or disabled.
•
County Medical Services Program (CMSP) – another health care coverage program that are not eligible for Medi-Cal and meet the criteria as Medically Indigent Adults, ages 21 – 64. CMSP fulfills the County’s requirement under W & I Code 17000 to provide medical services for the medically indigent.
•
Food Stamps – a food access program for low-income families and individuals
•
In Home Supportive Services (IHSS) – a program that allows the elderly and disabled to remain safely in their homes through the provision of supportive services that include personal care, bathing/feeding, meal preparation, etc. The IHSS program avoids expensive skilled nursing home care for this population.
•
Child welfare services (including foster care) – provides services to children that have experienced abuse/neglect or are at risk of abuse/neglect. Components of child welfare services include Family Maintenance, Family Reunification, and Permanency Planning. Foster care and support services for child welfare families are discussed in budgets #2211-514 Foster Care and #2211-515 Child Welfare.
•
Adult Protective Services – provides intervention and assistance to elderly and dependent adults who are victims of abuse and neglect, including financial abuse. Referrals warranting intervention include: client needs assessment, case management, and referrals to food, shelter, transportation.
•
Family Resource Center (FRC) – objectives are to prevent child abuse and neglect by providing models for positive parenting, redirecting children’s behavior, exposure and linkages to community resources to improve the family’s health and well-being, etc.
Recommended Budget FY 2010-2011
Page 410
•
Special Investigations Unit (SIU) – unit is responsible for investigating fraud in public assistance programs.
ACCOMPLISHMENTS FOR FY 2009-2010 •
For CalWORKS, Food Stamps, Medi-Cal and CMSP: successfully migrated to the new automated eligibility system (C-IV), with all cases (6,000+) converted by the April 23, 2010 deadline.
•
Successfully launched the Temporary Assistance for Needy Families (TANF) Emergency Contingency Fund (ECF) subsidized employment program for CalWORKS clients.
•
Completed the required triennial Peer Quality Case Review (PQCR) for child welfare services, which involved over 9 months of preparation with adjacent Monterey and Santa Cruz Counties.
•
Significantly improved timely data entry for Social Worker visits and other child welfare performance measures, bringing County into compliance.
•
In collaboration with the Public Authority, implemented new mandated IHSS provider criminal background checks and fraud training.
•
Continued to offer child abuse/neglect prevention services such as Family Wellness parenting classes and NuParent classes through the Family Resource Center.
OBJECTIVES FOR FY 2010-2011 •
Fully comply with Federal/State public assistance application processing timelines of (30–45 days)
•
Provide exceptional customer service that is efficient, effective and responsive to customer needs and provide this service in a professional and caring manner
•
Complete the required triennial County Self Assessment (CSA)and System Improvement Plan (SIP), that will guide child welfare services over the next three years
•
For child welfare - continue compliance with State Department of Social Services (DSS) and the California Child and Family Review in areas of safety, permanency and child and family wellbeing.
•
Continue with implementation of IHSS anti-fraud measures
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS Recommended employee compensation costs for FY2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings Recommended Budget FY 2010-2011
Page 411
of $223,000 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in an amount of $379,175. The Schedule of Authorized Positions reflects an increase of positions 4.75 FTEs. During FY 2009-10, 2 Eligibility Workers, 1 Eligibility Supervisor and 1 Office Assistant were added to the schedule of authorized positions which are funded by the Medi-Cal allocation. Additionally .5 FTE of an Account Clerk and .25 FTE of A Social Worker were transferred from CSWD and Public Health, respectively. NEW POSITIONS - No new positions are recommended for FY 2010-11 TEMPORARY/EXTRA HELP - Recommended is $23,460 for temporary/extra help. This covers the cost of a part time Social Worker to assist with In Home Supportive Services quality assurance and a part time Vocational Assistant to provide transportation with family visitation. OVERTIME WAGES - The budget request includes $65,832 for overtime wages in FY 2010-11. This covers social Worker on-call pay and costs for response to emergency calls. Also included are costs for Medi-Cal, Food Stamp and CalWorks staff related to increased caseloads. Overtime recommended is approximately 50% lower than the FY 2009-10 Adopted Budget. SERVICES & SUPPLIES - Recommended expenses in Service and Supplies reflects a decrease of $16,042 or 2%. The department has made every effort to contain or reduce costs in areas over which it has control. Reflected under Professional Services are expenses for County Counsel and the training contract with UC Davis. Reflected in Special Department Expense are expenses for Food Stamp issuance costs and foster care pre detention respite services. OTHER - Recommended is a reduction of $185,928 (51%) in A-87 Costs and a reduction of $130,000 (34%) in Medi-Cal Security one time costs. The Medi-Cal Security Costs were a one time allocation for privacy protection security upgrades INTERDEPARTMENTAL CHARGES - OPEB costs were classified in Interdepartmental Charges in FY 2009-10 and are now included in Salaries & Benefits. FIXED ASSETS - Recommended is the replacement of one high mileage vehicle. This vehicle is used to transport CPS staff and clients for investigations, children visitations and children’s placements. The department’s fleet includes vehicles with over ten years of service and an annual replacement prevents the use of unsafe vehicles for transports and/or a large cost should multiple vehicles need replacement. REVENUES Revenues anticipated for FY 2010-11 have increased overall by 1.9% when compared to the prior year. Revenues reflect increases in state and federal welfare administration funds while State Realignment funds decreased by 33% when compared to the prior year. To balance this budget unit, fund balance of $53,985 is utilized. NET COUNTY COST
$289,350
The Net County Cost of $289,350 is the same level as the prior year and includes the Maintenance of Effort (MOE) match required access Realignment Funding.
Recommended Budget FY 2010-2011
Page 412
PENDING FACTORS The Governor’s May Revise budget included the following cuts. Once the final State budget is passed, this budget may require adjustment, accordingly. •
Reductions to child welfare funding, which may require a reduction in staffing
•
A 15.7% reduction to CalWORKS cash grants
•
Eliminating Medi-Cal eligibility for legal immigrants
•
Elimination of CalWORKs and IHSS programs
•
Reduction in Medi-Cal eligibility to the federal minimum
•
Redirection of the County’s increased Federal Medical Assistance Percentage (FMAP) for IHSS provider wages to the State. Approximately $100,000 in increase federal FMAP has been budgeted in Budget Unit 512 – Public Authority for FY 2010-11.
Recommended Budget FY 2010-2011
Page 413
Recommended Budget FY 2010-2011
Page 414
AFDC FG/U (CALWORKS ASSISTANCE) FUND 2211 – BUDGET UNIT 513 – FY 2010-11 RECOMMENDED Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations
0 0 5,112,031 0 0 5,112,031
0 0 5,670,244 0 0 5,670,244
0 0 6,362,000 0 0 6,362,000
0 0 691,756 0 0 691,756
0% 0% 12% 0% 0% 12%
Revenues
5,035,957
5,615,166
6,298,000
682,834
12%
76,074
55,078
64,000
8,922
16%
0.00
0.00
0.00
0.00
0%
Fiscal Summary
Fund Balance FTE SUMMARY
Increase/ Decrease
% of Change
This budget unit does not have a Schedule of Authorized Full Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 415
MISSION Health and Human Services Agency’s (HHSA) mission is to promote personal responsibility, independence, and self-sufficiency of individuals and families through a responsive and accessible system that acknowledges the dignity of all individuals served and will provide those services with respect and compassion. MAJOR SERVICES & ACTIVITIES CalWORKS is a State and federal entitlement program that provides monthly cash grants and employment services for low income families with children with a 60-month aid limit to the adults in the household. One and two-parent families are eligible for assistance as are needy children up to age 18 whose parents are ineligible. The maximum aide payment (MAP) for a family of three is $694 per month. This budget only reflects the cash grant payments. Support services related to employment engagement are discussed in Budget Unit 518 CalWORKS Support. See also Budget Unit 500 Human Services for additional information. ACCOMPLISHMENTS FOR FY 2009-2010 • • •
Provided cash grant assistance for an average of 862 families over the year – an increase of 35 families from FY 2008-09 and 183 families from FY 2007-08. Converted all cases over to the new automated eligibility system (C-IV) from the former system (ISAWS). Implemented the short term FY 2009-10 budget changes that offer voluntary exemption from work requirements for certain families with one or more very young children.
OBJECTIVES FOR FY 2010-2011 •
Continue to provide cash grant assistance for eligible families.
•
Prepare staff and customers for implementation of the FY 2009-10 budget long term program changes that will reduce time on aid for some cases, require family self-sufficiency reviews, and limit benefits for certain legal immigrant households. These changes will become effective July 1, 2011.
RECOMMENDED BUDGET EXPENDITURES SALARIES & BENEFITS – Not applicable not applicable to this budget unit. SERVICES & SUPPLIES – Not applicable to this budget unit.
Recommended Budget FY 2010-2011
Page 416
OTHER CHARGES - The budget reflects estimated expenditures for CalWORKS Cash Assistance for FY 2010-11 based on current and anticipated trends in the amount of $6,362,000. These are the funds for the entitlement program that provides monthly cash grants and employment services for low income families with children. The recommended expenditures for FY 2010-11 are based on an estimated increase of thirteen percent (13%) projecting an average of 975 families per month compared to 862 families per month in the prior year. REVENUES Federal and State Welfare Assistance Funding support CalWORKS Cash Assistance in the amount of $6,201,000. Realignment Revenue is allocated to this budget at $97,000 based on total program costs within Human Services and Public Authority. The remaining balance is from Fund Balance. NET COUNTY COST
$0
The Net County Cost is $0. PENDING FACTORS The Governor’s proposed budget included a “trigger cut” to eliminate the CalWORKS program if an additional $6.9 billion in federal funding was not received. Although this proposal is not likely to be approved, the department will revise this budget accordingly if it is approved. The Governor has also proposed the reduction of the cash grant by 15.7%. A grant for a family of three would go from $694 per month to $585 per month. This budget is based on current benefit levels and if there is a significant reduction, there may have to be adjustments to the budget accordingly.
Recommended Budget FY 2010-2011
Page 417
Recommended Budget FY 2010-2011
Page 418
FOSTER CARE FUND 2211 – BUDGET 514 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations
0 31 2,594,732 0 0 2,594,763
0 0 2,796,820 0 0 2,796,820
0 0 2,488,000 0 0 2,488,000
0 0 (308,820) 0 0 (308,820)
0% 0% -11% 0% 0% -11%
Revenues Detail on next page
2,126,863
2,398,708
2,114,000
(284,708)
-12%
467,900
398,112
374,000
(24,112)
-6%
0.00
0.00
0.00
0.00
0%
Use of Fund Balance FTE SUMMARY
This budget unit does not have a Schedule of Authorized Full Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 419
Revenue Detail for Foster Care
Revenue Account & Description
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
550201
State Aid - Realignment
518,282
612,772
481,000
-131,772
-22%
550401
State Aid - Welfare Assistance
737,477
960,283
772,000
-188,283
-20%
555401
Federal Aid - Welfare Assistance
871,104
825,653
861,000
35,347
4%
0
0%
-284,708
-12%
Total Revenues
Recommended Budget FY 2010-2011
2,126,863
2,398,708
2,114,000
Page 420
MISSION Health and Human Services Agency’s (HHSA) mission is to promote personal responsibility, independence, and self-sufficiency of individuals and families through a responsive and accessible system that acknowledges the dignity of all individuals we serve and will provide those services with respect and compassion. MAJOR SERVICES & ACTIVITIES Services provided under this budget unit are state-mandated. When children are removed from the home through Dependency Court action, the County is required to place them in foster care. Care may be provided in foster care homes, approved-relative care homes, foster family agencies (FFA), and other facilities. HHSA strives to place children with relatives and/or extended family in order to minimize the trauma faced by the child(ren) when they are removed from their familiar family setting. The children with significant behavioral challenges may require placement at facilities with a higher level of care that include more extensive behavioral therapy. Prior to making these placements, representatives from the Children’s Interagency Coordinating Council (CICC) meet to discuss options for the particular child. ACCOMPLISHMENTS FOR FY 2009-2010 •
Provided foster care for an average of 84 children per month. This is a decrease of approximately 15 children compared to the last two fiscal years.
•
Increased placement of children in Non-Relative Extended Family Member (NREFM) homes, which keeps children in familiar surroundings and minimizes disruption to their lives.
•
Improved NREFM documentation and approval process, which ensured that Agency was in compliance with State and federal regulations
•
Collaborated with Behavioral Health, Probation, and other youth-serving organizations on the CICC in order to pursue placement options for behavior-challenged youth in foster care that would allow them to remain in the community and thereby, minimizing the disruption in their lives
OBJECTIVES FOR FY 2010-2011 •
Continue to place children in the foster care setting that best meets their needs and is the least disruptive to their lives.
•
Continue to strive for foster children’s placement in NRFEM settings.
•
Continue to collaborate with Behavioral Health, Probation, and other agencies on the CICC on cases where high level of care facility is being considered as placement.
•
Continue to recruit additional foster care homes.
Recommended Budget FY 2010-2011
Page 421
RECOMMENDED BUDGET EXPENDITURES SALARIES & BENEFITS – Not applicable to this budget unit. SERVICES & SUPPLIES – Not applicable to this budget unit. OTHER CHARGES - The line item reflects estimated expenditures for Foster Care providers, with a decrease of 11% when compared to FY 2009-10. In FY 2009-10, the Court ordered the reinstatement of group home rates that had been reduced several years ago which made the higher rates retroactive to December, 2009. The majority of the group home placements in this budget are in Level 12 facilities, where the new rate is $7,795 per month – a 32% increase from the prior rate of $5,891. This budget is based on the average group home placements of twelve (12) – two (2) child welfare youth and ten (10) Probation youth per month. Staff focus on minimizing disruption to a child’s life by keeping them in familiar surroundings has resulted in a significant reduction to the number of children placed in Foster Family Agencies (FFAs) and group homes through the increased placement in Non-Relative Extended Family Member (NREFM) homes. NREFM homes generally are local and are comprised of relatives and/or extended family familiar with the child. This placement strategy has helped the department to contain foster care costs. NREFM placements average $500 per month in comparison to $1,500 per month for an FFA and $7,795 for a Level 12 group home. HHSA has approximately 30 children in NREFM homes, 40 in FFA’s, and 10 -12 in group homes. For the group homes, there are ten (10) Probation Department youth and two child welfare youth. Several years ago, the County averaged approximately 10 NRFEM placements. REVENUES A combination of Federal, State and County funding supports the Foster Care payments for a total of $2,114,000. State Welfare Assistance is anticipated at $772,000, Federal Aid Welfare Assistance is anticipated at $861,00 and State Aid Realignment is anticipated at $481,000. Anticipated the Federal contribution rate is expected to return to pre-Stimulus levels after December 31, 2010. Realignment is allocated to this budget based on total program costs within Human Services and Public Authority. USE OF FUND BALANCE
$374,000
Use of Fund Balance is $374,000, a decrease of $24,112 (1%) when compared to FY 2009-10.
Recommended Budget FY 2010-2011
Page 422
PENDING FACTORS 1. Group home rates were recently increased due to settlement of a lawsuit brought by group homes against the State. Now, the cost of a placement in a high level facility can be as high as $93,540 per year for a Level 12 home with a 60% county share. Should additional placements occur at these facilities beyond the number (12) that have been budgeted, the county cost could increase and a budget revision would be needed. The department budgeted foster care costs based on the past year’s activity. 2. The Governor’s May Revise budget included a proposal to direct County increased Federal Medical Assistance Percentage (FMAP) to offset the State’s cost for federal Title IV-E eligible cases. Staff has budgeted approximately $45,000 in increased federal FMAP revenues in this budget unit. If the County “FMAP shift” proposal is approved in the final State budget, staff would need to adjust this budget unit with the “lost” FMAP likely to be taken from realignment revenues, which continue to decrease. 3. The Court has been reluctant to dismiss dependency when a youth “ages out” of the system at age 18. Federal and State dollars are not available to pay for foster care costs after age 18. The County generally has two (2) to three (3) youth that “age out” per year. If the Court continues dependency on a youth, there will additional County costs that could range from approximately $700 to $3,000 per month depending on placement type (NREFM, FFA). These potential costs have not been budgeted.
Recommended Budget FY 2010-2011
Page 423
Recommended Budget FY 2010-2011
Page 424
TITLE IV-B CHILD WELFARE FUND 2212 – BUDGET UNIT 515 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations
0 0 229,646 0 0 229,646
0 0 280,680 0 0 280,680
0 0 255,000 0 0 255,000
0 0 (25,680) 0 0 (25,680)
0% 0% -9% 0% 0% -9%
Revenues
229,646
280,680
255,000
(25,680)
-9%
0
0
0
0
0%
0.00
0.00
0.00
0.00
0%
Net County Cost FTE SUMMARY
Recommended Budget FY 2010-2011
Page 425
MISSION Health and Human Services Agency’s (HHSA) mission is to promote personal responsibility, independence, and self-sufficiency of individuals and families through a responsive and accessible system that acknowledges the dignity of all individuals we serve and will provide those services with respect and compassion. MAJOR SERVICES & ACTIVITIES The services provided in this budget unit are state-mandated and support families and children that are receiving child welfare services. (Refer to Budget 2211-500, Human Services for additional description). Services focus on developing healthy, well-functioning family relationships and behaviors for purposes of reunifying parents with their children or maintaining the family unit. Support services include counseling/therapy services, drug testing, substance abuse assessments and treatment, and transportation to said services. ACCOMPLISHMENTS FOR FY 2009-2010 •
Provided substance abuse services to child welfare families through a Memorandum of Understanding (MOU) with Behavioral Health.
•
Provided counseling services to child welfare families via contracted services with local therapists.
•
Provided drug testing services through contract with a private provider.
OBJECTIVES FOR FY 2010-2011 •
Continue to provide substance abuse services in collaboration with Behavioral Health
•
Continue to provide counseling services to child welfare families by contracting with several local providers.
•
Continue to provide drug testing by contracting with a private provider.
•
Continue to make aforementioned services accessible by providing transportation, if needed.
RECOMMENDED BUDGET EXPENDITURES SALARIES & BENEFITS – Not applicable to this budget unit. SERVICES & SUPPLIES – Not applicable to this budget unit.
Recommended Budget FY 2010-2011
Page 426
OTHER CHARGES – Counseling and treatment services for Child Welfare Services clients are included in this line item and reflect a decrease based on the expenses in the prior year. REVENUES Revenues for this program are derived from State Welfare Administration Funds. NET COUNTY COST
$0
The Net County Cost is zero. This direct service component of Child Welfare Services is budgeted separately to allow for better monitoring of these expenditures. The net cost of these services is included in the Child Welfare Services in Human Services Administration Budget Unit 500. PENDING FACTORS The Governor has proposed significant reductions to child welfare funding and should the reductions be passed in the final State budget, we may need to adjust this budget accordingly. If reductions occur, it is likely that the department will reduce staffing and that is reflected in Human Services Budget Unit 500.
Recommended Budget FY 2010-2011
Page 427
Recommended Budget FY 2010-2011
Page 428
CAL WORKS SUPPORT SERVICES FUND 2211- BUDGET UNIT 518 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
0
0
0
0%
Services & Supplies
78
0
0
0
0%
1,239,563
2,115,117
1,720,000
(395,117)
-19%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
1,239,640
2,115,117
1,720,000
(395,117)
-19%
Revenues
1,239,640
2,115,117
1,720,000
28,354
2%
0
0
0
0
0%
0.00
0.00
0.00
0.00
0%
Other Charges
Fund Balance
FTE SUMMARY
This budget unit does not have a Schedule of Authorized Full Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 429
MISSION Health and Human Services Agency’s (HHSA) mission is to promote personal responsibility, independence, and self-sufficiency of individuals and families through a responsive and accessible system that acknowledges the dignity of all individuals we serve and will provide those services with respect and compassion. MAJOR SERVICES & ACTIVITIES The activities performed under this budget unit are state-mandated and include payments to clients for assistance towards education, vocational training, childcare, and transportation costs incurred while the client is in the process of securing a job. Other support services include purchase of school books, uniforms, tools, and car repair. Access to childcare and transportation are critical elements of successful engagement to the workforce. As counties are expected to achieve certain levels of work participation rates for CalWORKS clients, these services are needed for that achievement. ACCOMPLISHMENTS FOR FY 2009-2010 •
Assisted CalWORKS clients with job training, childcare, transportation, and other costs supporting job search efforts.
•
Provided subsidized employment and non-recurrent short-term assistance to eligible clients under the federal Temporary Assistance to Needy Families (TANF) Emergency Contingency Fund (ECF). TANF ECF was a component on the federal Stimulus Bill passed in early 2009.
OBJECTIVES FOR FY 2010-2011 •
Continue to assist CalWORKS clients with job training, childcare, transportation, and other costs supporting job search.
•
Continue to provide TANF ECF assistance to eligible clients through the program end date of September 30, 2010.
RECOMMENDED BUDGET EXPENDITURES SALARIES & BENEFITS – Not applicable to this budget unit. SERVICES & SUPPLIES – Not applicable to this budget unit. OTHER CHARGES – The expenditures in this budget include payments for childcare, transportation, education and job training for CalWORKS participants and Emergency Contingency Fund (Federal Stimulus ECF) subsidized employment and other short term non-recurrent benefits. In FY 2009-10 there was a budget augmentation of $423,471 as a result of the federal stimulus. CalWorks expenditures are
Recommended Budget FY 2010-2011
Page 430
budgeted at $1,320,000 and ECF expenditures are at $400,000 for 2010-11 which reflects a more moderate caseload for FY 2010-11. The ECF funding is scheduled to sunset September 30, 2010. REVENUES Federal funding supports 100% of the cost of expenditures for this budget in the amount of $1,720,000. NET COUNTY COST
$0
Net County Cost is zero. PENDING FACTORS The Governor’s May Revise budget included a proposal to eliminate the CalWORKS program which includes Cal Works Assistance. If this proposal were to come to fruition, the department would need to adjust this budget unit later the fiscal year.
Recommended Budget FY 2010-2011
Page 431
Recommended Budget FY 2010-2011
Page 432
CAL LEARN FUND 2211 – BUDGET UNIT 519 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
0
0
0
0%
Services & Supplies
0
0
0
0
0%
5,407
5,021
2,000
(3,021)
-60%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
5,407
5,021
2,000
(3,021)
-60%
Revenues
5,407
5,021
2,000
(3,021)
-60%
0
0
0
0
0%
0.00
0.00
0.00
0.00
0%
Other Charges
Fund Balance
FTE SUMMARY
This budget unit does not have a Schedule of Authorized Full Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 433
MISSION Health and Human Services Agency’s (HHSA) mission is to promote personal responsibility, independence, and self-sufficiency of individuals and families through a responsive and accessible system that acknowledges the dignity of all individuals we serve and will provide those services with respect and compassion. MAJOR SERVICES & ACTIVITIES The Cal LEARN program is directed at teen parents. The activities performed under this budget unit are state-mandated and include payments to clients for assistance towards education, vocational training, childcare, and transportation costs incurred while the client is in the process of securing a job. Other support services include purchase of school books, uniforms, tools, and car repair. Access to childcare and transportation are critical elements of successful engagement to the workforce. As counties are expected to achieve certain levels of work participation rates for CalWORKS clients, these services are needed for that achievement. ACCOMPLISHMENTS FOR FY 2009-2010 •
Assisted Cal LEARN participants with job training, childcare, transportation, and other costs supporting job search efforts
OBJECTIVES FOR FY 2010-2011 •
Continue to assist Cal LEARN participants with job training, childcare, transportation, and other costs supporting job search
RECOMMENDED BUDGET EXPENDITURES SALARIES & BENEFITS – Not applicable to this budget unit. SERVICES & SUPPLIES – Not applicable to this budget unit. OTHER CHARGES – The expenditures in this budget include payments for child care transportation, education and job training for CalWORKS teen parent participants and reflect a decrease of 60% compared to prior year adopted budget but reflect actual expenditures in the prior year. REVENUES Federal Funding supports 100% of the cost of expenditures for this budget in the amount of $2,000.
Recommended Budget FY 2010-2011
Page 434
NET COUNTY COST
$0
Net County Cost is zero. PENDING FACTORS The Governor’s May Revise budget included a proposal to eliminate the CalWORKS program which includes Cal LEARN. If this proposal were to be approved in the final State budget, the department would have to adjust this budget unit later in the fiscal year.
Recommended Budget FY 2010-2011
Page 435
Recommended Budget FY 2010-2011
Page 436
CAL WORKS – STATE ONLY FUND 2211 – BUDGET UNIT 528 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
0
0
0
0%
Services & Supplies
0
0
0
0
0%
236,479
283,458
231,000
(52,458)
-19%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
236,479
283,458
231,000
(52,458)
-19%
Revenues
236,479
283,458
231,000
(52,458)
-19%
(0)
0
0
0
0%
0.00
0.00
0.00
0.00
0%
Other Charges
Fund Balance
FTE SUMMARY
This budget unit does not have a Schedule of Authorized Full Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 437
MISSION Health and Human Services Agency’s (HHSA) mission is to promote personal responsibility, independence, and self-sufficiency of individuals and families through a responsive and accessible system that acknowledges the dignity of all individuals we serve and will provide those services with respect and compassion. MAJOR SERVICES & ACTIVITIES The activities performed under this budget unit are state-mandated and include payments to clients for assistance towards education, vocational training, childcare, and transportation costs incurred while the client is in the process of securing a job. See CalWORKS Support (BU 518) for more detail. ACCOMPLISHMENTS FOR FY 2009-2010 Assisted CalWORKS clients with job training, childcare, transportation, and other costs supporting job search efforts OBJECTIVES FOR FY 2010-2011 Continue to assist CalWORKS clients with job training, childcare, transportation, and other costs supporting job search RECOMMENDED BUDGET EXPENDITURES SALARIES & BENEFITS – Not applicable to this budget unit. SERVICES & SUPPLIES – Not applicable to this budget unit. OTHER CHARGES – The expenditures in this budget include payments for child care transportation, education and job training for CalWORKS participants who are not federally eligible in the amount of $231,000. This budget is 19% lower than the FY 2009-10 Adopted Budget but reflects the prior year actual expenditures adjusted upward by approximately 9%. REVENUES State funding supports 100% of the cost of expenditures for this budget. NET COUNTY COST
$0
Net County Cost is zero.
Recommended Budget FY 2010-2011
Page 438
PENDING FACTORS The Governor’s May Revise budget included a proposal to eliminate the CalWORKS program. Although the proposal is not likely to come to fruition, the department would have to adjust this budget unit later in the fiscal year.
Recommended Budget FY 2010-2011
Page 439
Recommended Budget FY 2010-2011
Page 440
IN HOME SUPPORTIVE SERVICES (PUBLIC AUTHORITY) FUND 2211 – BUDGET UNIT 512 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
126,071
126,151
167,907
41,756
33%
Services & Supplies
17,876
24,400
30,590
6,190
25%
1,208,727
1,189,154
1,321,635
132,481
11%
15,213
25,761
10,000
(15,761)
-61%
0
0
0
0
0%
1,367,888
1,365,466
1,530,132
164,666
12%
Revenues Detail on next page
953,153
1,000,998
1,184,664
183,666
18%
Net County Cost
423,852
374,468
345,468
(29,000)
-8%
1.50
1.50
2.00
0.50
33%
Other Charges Interdepartmental Charges Fixed Assets Total Appropriations
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title Public Authority Manager Office Assistant I/II Total Positions
Recommended Budget FY 2010-2011
Salary Range 25 8.3/6.3
Actual 2008-09 1.00 0.50
Adopted 2009-10 1.00 0.50
Recomm 2010-11 1.00 1.00
Change 0.00 0.50
1.500
1.500
2.00
0.50
Page 441
Revenue Detail for IHSS Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Revenue Account & Description 541001
Interest
-10,661
0
0
0
0%
550201
State Aid - Realignment
576,630
582,737
733,260
150,523
26%
550301
165,299
178,384
180,278
1,894
1%
555301
State Aid - Public Authority/IHSS Adm Federal Aid - Public Authority/IHSS Adm
221,885
239,877
242,426
2,549
1%
570009
Reimbursable HHSA
0
0
29,000
29,000
100%
953,153
1,000,998
1,184,964
183,966
18%
Total Revenues
Recommended Budget FY 2010-2011
Page 442
MISSION The Public Authority’s mission is to create access to in home support services’ providers for the aged and disabled in order that they remain independent and safely in their home. MAJOR SERVICES & ACTIVITIES The Public Authority serves as the employer of record for providers of the In Home Supportive Services (IHSS) program. Public Authority activities include: maintenance of a provider registry that eligible recipients can access for selecting a provider; providing employment verifications to requesting agencies, i.e., Child Support, Housing Authority, etc.; serving as labor negotiator for the Governing Board; and providing various training to providers, i.e., First Aid/CPR, fraud prevention, elder/disabled abuse, etc. IHSS allows the elderly and disabled to remain in their homes with the help of a provider that performs personal care, housework, meal preparation, etc. ACCOMPLISHMENTS FOR FY 2009-2010 •
Provided IHSS provider services to an average of 424 cases at an average of 89 hours of service per month per case.
•
Implemented newly required fraud prevention measures for providers that include criminal background checks and fraud prevention orientations for over 400+ current and new providers.
•
Negotiated a new labor agreement for provider wages.
•
Continued First Aid/CPR, home care, elder/disabled abuse trainings for Registry providers.
OBJECTIVES FOR FY 2010-2011 •
Continue offering IHSS provider services to eligible recipients.
•
Continue with mandated criminal background checks and fraud prevention trainings for new and current provider.
•
Continue with First Aid/CPR and other homecare provider trainings.
•
Continue enrolling new providers in the Registry.
Recommended Budget FY 2010-2011
Page 443
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $6,750 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $11,443. Salaries & Benefits project an increase of $41,756 over the prior year. This is primarily related to the increase in staffing from 1.5 (adopted and augmented in FY 2009-10) to 2.0 FTE’s and the expenses accompanying the staff. The increased staffing is related to the requirement for criminal background checks and fraud-prevention orientations for all providers. There is a one time project to run criminal background check on all current providers which must be completed by December 31, 2010. These costs are funded though an agreement with Human Services and will reimburse IHSS (Public Authority) approximately $29,000. TEMPORARY/EXTRA HELP – Not applicable to this budget unit. OVERTIME WAGES – Not applicable to this budget unit. SERVICES & SUPPLIES – Overall this classification reflects a 25% increase in appropriations. Computer Supplies is budgeted at $1,500 for software upgrades, printers and supplies. There is $10,040 increase in Rents & Leases. The increase is the result of a combination of the under budget of FY 2009-10 Rent projected to be approximately $10,000 and the increase in staffing which result in a proportionately higher share of the rent. OTHER CHARGES – The major expenditure in this group is the independent provider’s payroll and insurance costs. There has been a decrease in the average hours per case by approximately 10 hours per case during the budget year resulting in a cost savings of approximately $80,000. The average case load for FY 2009-10 through March 31, 2010 is 424 cases per month versus a budgeted number of 428 cases per month. The case load is projected to increase to 475 cases a month by June 30, 2011 for an average case load of 450 for FY 2010-11. This results in an increase in cost of approximately $70,000 compared to the FY 200910 Budget. INTERDEPARTMENTAL CHARGES – The interdepartmental charges are for staff costs related to payroll processing and claiming. FIXED ASSETS – Not applicable to this budget unit. REVENUES Federal and State revenue support the administrative costs and also reimburse the County for the cost of the providers’ health benefits at $0.60 per hour.
Recommended Budget FY 2010-2011
Page 444
Federal and state revenue also reimburse a significant amount of the independent providers’ salary costs. The estimated salary and taxes for FY 2010-11 are approximately $5,500,000 with a net cost of approximately $964,000. These costs are reflected in other charges along with the provider health benefits. These costs have increased over the FY 2009-10 due to the anticipated expiration of the increased federal participation as of December 21, 2010. NET COUNTY COST
$345,468
The Net County Cost is $345,468. This is a reduction of $29,000 compared to the FY 2009-10 resulting from the $29,000 cost reimbursement of provider criminal background checks by Human Services. Additionally, $150,000 of Social Services Realignment Revenue was allocated to IHSS (Public authority) from Human Services to maintain net county cost at the FY 2009-10 level prior to the cost reimbursement. PENDING FACTORS The Governor’s proposed budget includes the elimination of the IHSS program should an additional $6.9 billion in federal funds not be realized. The Governor has also recommended that services be eliminated for consumers with a functional index score of below 4.0 and a rollback of the State’s participation in wages to $8/hour. These were also prior year actions and have become the subject of litigation. There are several lawsuits related to the prior fiscal year proposal to rollback IHSS provider wages and limiting eligibility to those that are the lowest functioning. If the State prevails in these lawsuits, provider wages could decrease and there could be fewer IHSS recipients. Staff will advise as to the need for a budget revision at the time of final State budget action and/or settling of any IHSS lawsuit(s).
Recommended Budget FY 2010-2011
Page 445
Recommended Budget FY 2010-2011
Page 446
AID TO INDIGENTS (General Relief) FUND 1001 – BUDGET UNIT 520 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
0
0
0
0%
Services & Supplies
0
0
0
0
0%
2,570
20,000
20,000
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
2,570
20,000
20,000
0
0%
0
0
0
0
0%
Net County Cost
2,570
20,000
20,000
0
0%
FTE SUMMARY
0.00
0.00
0.00
0.00
0%
Other Charges
Total Appropriations Revenues
This budget unit does not have a Schedule of Authorized Full-Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 447
MISSION The mission of this budget unit is to provide assistance to needy indigent persons who do not qualify for other types of aid. MAJOR SERVICES & ACTIVITIES State law requires counties to provide for needy indigent persons who do not quality for other types of aid. The Aid to Indigents (or County General Relief) Program meets this mandate by providing temporary assistance to such persons, usually only until they can find employment, qualify for other aid programs, or otherwise resolve their problems through the Mental Health and Substance Abuse Services. There is no state or federal funding for this program. Currently, the County is carrying on average 1 case per month at an approximate cost of $175 per case. RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Not applicable to this budget unit. SERVICES & SUPPLIES – Not applicable to this budget unit. OTHER CHARGES – Although caseload was expected to increase in FY 2009-10 due to economic conditions, that situation did not happen. The County decreased the appropriations at mid-year to $5,000. Because the economic environment has not changed in San Benito County, an appropriation of $20,000 has been re-established for FY2010-11 to meet statutory mandates without need to draw from contingency funds. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES There are no revenues associated with this budget unit. NET COUNTY COST
$20,000
Net County Cost is $20,000, which is the same as Adopted FY 2009-10.
Recommended Budget FY 2010-2011
Page 448
Recommended Budget FY 2010-2011
Page 449
COMMUNITY SERVICES & WORKFORCE DEVELOPMENT FUND 2401-2404 - BUDGET UNIT VARIES RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits Services & Supplies Other Charges Interdepartmental Charges Fixed Assets Total Appropriations
728,395 86,480 724,915 0 0 1,539,790
989,020 430,885 1,490,011 0 0 2,909,916
868,193 149,997 649,835 60,300 0 1,728,325
(120,827) (280,888) (840,176) 60,300 0 (1,181,591)
-12% -65% -56% 0% 0% -41%
Revenues
1,587,887
2,481,926
1,728,325
(753,601)
-30%
FUND BALANCE
(48,097)
427,990
0
(427,990)
-100%
FTE SUMMARY
9.75
13.25
10.00
(3.25)
-25%
SCHEDULE OF AUTHORIZED FULL-TIME EQUIVALENT (FTE) POSITIONS Salary Actual Adopted Recomm Range 2008-09 2009-10 2010-11 Job Class Title
Change
Deputy Director, H&HAS/CSWD
Flat
1.00
0.50
0.50
0.00
Employment Training Supervisor
21.9
0.00
0.00
1.00
1.00
Administrative Services Specialist
20.6
1.00
1.00
0.00
(1.00)
Eligibility Supervisor I
17.9
0.00
0.00
1.00
1.00
Employment Services/Computer Spec
17.9
0.75
0.75
1.00
0.25
Eligibility Worker III
14.9
1.00
0.00
0.00
0.00
Accounting Technician
12.9
0.00
0.00
0.50
0.50
Vocational Assistant
10.9
0.00
1.00
0.00
(1.00)
13.9/15.9
2.00
6.00
5.00
(1.00)
Employment &Training Svcs Cnslr I/II Secretary I/II
12.9/14.9
1.00
1.00
1.00
1.00
Accountant I/II
17.6/20.6
1.00
1.00
0.00
(1.00)
Eligibility Worker I/II )
10.9/12.9
2.00
2.00
0.00
(2.00)
9.750
13.250
10.00
(3.25)
Total Positions
Recommended Budget FY 2010-2011
Page 450
MISSION The Community Services and Workforce Development (CSWD) Division of the Health and Human Services Agency’s (HHSA) mission is to promote and foster employment opportunities for the low-income and displaced workers in the community and to provide access to community resources to allow low-income families and individuals to attain skills, knowledge, and opportunities needed in order to become selfsufficient. MAJOR SERVICES & ACTIVITIES Major services and activities include: workforce development for dislocated and unemployed workers that may include job readiness assistance in the form of interviewing, resume preparation, labor market information, and job search assistance. Other workforce development services include access to vocational training with financial assistance, on-the job training, and paid work experience. Some of these services are available to youth. Safety-net services provided include: one-time rental assistance to stop an eviction or payment of first month of rent, PGE utility payment assistance and winter shelter assistance for families with children. CSWD also refers families to other community safety-net resources such as the Community Food Bank, Emmaus House, Homeless Coalition, Community Services Development Corp, Housing Authority, Hollister Youth Alliance, Fishes & Loaves, and other faith-based organizations. CSWD is an active participant in many collaborative efforts that support its’ workforce development and safety-net services. These collaborations include the One Stop Career Center partnership and community development/non-profit network with Homeless Coalition, Community Food Bank, and Emmaus House. ACCOMPLISHMENTS FOR FY 2009-2010 •
Provided safety net services to over 1,000 low-income residents that included utility payment assistance, and one-time rent assistance
•
Provided emergency winter shelter to 24 families with children
•
Provided job training opportunities to over 250 individuals via vocational training, on-the-job training, youth work experience, along with case management services
•
Provided job search assistance to the unemployed and underemployed in the community through the One Stop Career Center collaborative
•
Obtained Community Development Block Grant (CDBG) that will fund operations costs for several safety-net non-profit organizations, i.e., Community Food Bank, Emmaus House, and Homeless Coalition, allowing them to sustain operations for another year
Recommended Budget FY 2010-2011
Page 451
OBJECTIVES FOR FY 2010-2011 •
To provide exceptional customer service that is efficient, effective and responsive to the needs of our customers.
•
To provide quality safety-net services that includes one-time rental assistance and utility, shelter, and food assistance for low-income residents.
•
To provide workforce development services to displaced workers and low-income community members.
•
To continue to collaborate with local non-profits in order to strengthen the community’s safety net for food, shelter, and other needs of our low-income residents.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $36,609 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $52,300. During FY 2009-10 staff reallocations are reflected in the schedule of authorized positions. The Administrative Services Specialist, Accountant, and Employment Training Services Counselor, positions were eliminated and the Employment Services/Computer Specialist increased. The reallocation of positions resulted in an Accountant Technician, Eligibility Supervisor, and Employment Training Supervisor. Recommended for FY 2010-11, compensation costs have been reduced for three positions that were added in FY 2008-09 with American Recovery and Reinvestment Act (ARRA) allocations. These three positions, two (2) Employment Services & Training Counselors and one (1) Vocational Assistant will be eliminated 12/31/10 due to the conclusion of the grant funding. NEW POSITIONS – No new positions are recommended for FY 2010-11 TEMPORARY/EXTRA HELP – No funding for temporary or extra help employees is recommended in FY 2010-11. OVERTIME WAGES – No funding for employee overtime compensation is recommended in FY 2010-11. SERVICES & SUPPLIES – Recommended expenditures are decreased by $270,000 from the prior year adopted budget. This is due primarily to a reduction of $145,000 directly related to ARRA funding as the program sunsets and moving expenses to Interdepartmental Charges from Profession Services in FY 201011.
Recommended Budget FY 2010-2011
Page 452
OTHER CHARGES – Recommended expenditures include on-the-job-training, youth employment, trade school tuitions and community programs. Expenditures are decreased by $850,000 when compared to the prior year budget, due to a transfer of $427,000 to the Housing and Economic Development program budget and also the reduction and sunset of ARRA funding. INTERDEPARTMENTAL CHARGES – The item reflects administrative charges from the Human Services Agency that were previously budgeted in Professional Services in prior year budgets. FIXED ASSETS – Not applicable REVENUES Revenues for this budget unit are derived from State and Federal Grants. WIA Annual Allocation, CSBG, CDBG and remaining ARRA funds will be used in FY 2010-11. NET COUNTY COST
$0
There is no Net County Cost for this budget. PENDING FACTORS There are discussions of continuing the American Recovery and Reinvestment Act (ARRA) funding for workforce development at the federal level. Current ARRA workforce funding ends June 30, 2011. Should additional funds be received, staff will recommend budget augmentation at that time. An FY 2009-10 Community Development Block Grant (CDBG) application for $400,000 was submitted in late June 2010, with award announcement anticipated in September or October 2010. Should CDBG funds be awarded, an augmentation will be requested at that time.
Recommended Budget FY 2010-2011
Page 453
Recommended Budget FY 2010-2011
Page 454
MIGRANT LABOR HOUSING CENTER FUND 2550 – BUDGET UNIT 101 – FY 2010-11 RECOMMENDED Actual 2008-2009
Adopted 2009-2010
Salaries & Benefits
188,137
191,606
212,182
20,576
11%
Services & Supplies
133,455
155,759
140,275
(15,484)
-10%
17,530
24,118
11,384
(12,734)
-53%
8,686
14,610
26,408
11,798
81%
0
0
0
0
0%
Total Appropriations
347,808
386,093
390,249
4,156
1%
Revenues
347,708
369,693
387,309
17,616
5%
Use of Fund Balance
100
16,400
2,940
(13,460)
-82%
FTE SUMMARY
3.00
3.00
3.00
0.00
0%
Fiscal Summary
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations:
Other Charges Interdepartmental Charges Fixed Assets
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
Migrant Housing Manager
17.5
1.00
1.00
1.00
0.00
Office Assistant III
10.3
1.00
1.00
1.00
0.00
Parks & Grounds Worker I
9.3
1.00
1.00
1.00
0.00
3.000
3.000
3.00
0.00
Job Class Title
Total Positions
Recommended Budget FY 2010-2011
Page 455
MISSION The Migrant Center’s mission is to foster and promote safe and affordable housing opportunities for migrant seasonal farm worker families and other community services that will allow families to thrive. MAJOR SERVICES & ACTIVITIES The Migrant Center provides seasonal housing services for migrant farm worker families, utilizing 67 units at the County’s Southside Road Migrant facilities. In addition to housing, the Center provides opportunities to families for accessing other community services that may include youth recreation, access to health care, educational activities, etc. ACCOMPLISHMENTS FOR FY 2009-2010 •
Provided safe and affordable housing to 72 migrant families, representing 291 persons, from May 15, 2009 to November 30, 2009.
•
Secured additional community resources for resident families that included a Boy Scouts’ soccer team and PG&E’s utility discounted rate program (CARE).
•
Held six (6) monthly tenant council meetings for residents, featuring presentations by organizations that offer community resources, i.e., Public Health, Employment Development Department, etc.
OBJECTIVES FOR FY 2010-2011 •
To provide safe and affordable housing for at least 67 families from May 2010 to November 2010.
•
To facilitate six (6) monthly tenant council meetings for families, with presentations by various organizations offering services that are beneficial to said families.
•
To secure additional resources for resident families to meet their economic, health and wellbeing needs.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $7,977 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $16,673. Recommended Budget FY 2010-2011
Page 456
NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP – Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – Appropriations remain the same as prior year except Professional Services which is appropriately classified in Interdepartmental Charges in FY 2011-11. OTHER CHARGES – A-87 Cost Plan Charges are reduced by 53% compared to prior year. INTERDEPARTMENTAL CHARGES – Expenditures include all interdepartmental charges in FY 2010-11. These administrative charges were charged to Professional Services in prior years. FIXED ASSETS – Not applicable to this budget unit. REVENUES A State grant in the amount of $387,309 reflects an increase of 5% over prior year. NET COUNTY COST
$0
Net County Cost is zero. However there is a planned use of fund balance in the amount of $2,940. FY 2009-10 Adopted Budget recommended a use of fund balance in the amount of $16,400, but actual was projected with a return to fund balance in the amount of $1,216. PENDING FACTORS This budget has been prepared based on the County’s FY 2010-11 operations funding request to State Office of Migrant Services (OMS). The final OMS allocation will not be known until the passage of the FY 2010-11 State budget and the department will adjust this budget accordingly.
Recommended Budget FY 2010-2011
Page 457
Recommended Budget FY 2010-2011
Page 458
FIRST FIVE FUND 4105 – BUDGET UNIT 101 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
243,425
301,152
323,472
22,320
7%
Services & Supplies
626,428
0
0
0
0%
7,529
8,985
32,566
23,581
262%
Interdepartmental Charges
0
14,610
0
(14,610)
-100%
Fixed Assets
0
0
0
0
0%
877,382
324,747
356,038
31,291
10%
Revenues
1,016,229
324,747
356,038
31,291
10%
Net County Cost
(138,847)
0
0
0
0%
4.00
3.00
3.00
0.00
0%
Other Charges
Total Appropriations
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
Executive Director
27.8
1.00
1.00
1.00
0.00
Sustainability Coordinator
22.7
1.00
0.00
0.00
0.00
School Readiness Coordinator
22.7
1.00
1.00
1.00
0.00
Staff Analyst
20.6
1.00
1.00
1.00
0.00
4.000
3.000
3.00
0.00
Job Class Title
Total Positions
Recommended Budget FY 2010-2011
Page 459
MISSION The First 5 San Benito Children & Families Commission will engage in collaborative and countywide planning and quality assurance efforts to provide children, prenatal to five years of age, with a comprehensive, integrated system of early childhood development services. These efforts will prepare children to enter school in good health, emotionally well developed and ready and able to learn. MAJOR SERVICES & ACTIVITIES In 2009-2010 First 5 San Benito funded programs that prepared children to enter kindergarten healthy and ready to learn. Approximately $650,000 was allocated to 18 different programs. First 5 San Benito Priorities include: (1) Family Support, (2) Early Care and education – Child Development, (3) Health and Wellness. ACCOMPLISHMENTS FOR FY 2009-2010 •
Since 2003, as a result of First 5 San Benito efforts preschool slots have been increased by 66%. In 2009, when the school district could only fund two 5-week summer preschool programs, First 5 funded an additional 88 preschool slots. Brigance pre/post comparison demonstrated gains for 80% of children with an average gain of 15 points.
•
Family stability was improved through Case Management and Parent Education classes to teen parents and young families. The Family Development Matrix showed a 1 point gain in 72% of the 255 served.
•
Outreach to indigenous populations was funded to assist Oaxacan families to gain access to health, social and educational services through 1:1 contact and monthly informational forums to large groups. This resulted in improved family environments for children to live in.
•
Health and safety presentations to parents and young children at 30 preschool and childcare sites resulted in clear knowledge gains for families in a wide range of nutrition, dental hygiene, and safety issues with increases from 80% to 99% on a dental survey and from 85% to 99% on the nutrition survey.
•
Provided matching funds to Health and Human Services to draw down new funds to assist low income families meet emergency needs.
•
Addressed the threat of H1N1 influenza to the health of young children by funding a campaign to raise awareness and promote H1N1 immunization for all young children ages 0-5.
OBJECTIVES FOR FY 2010-2011 FY 2010-11 marks the third and final year of funding in the current grant cycle. A written Children’s Data Report (funded by Packard) will be completed in September. A new Strategic Plan will be written in February to March of 2011.
Recommended Budget FY 2010-2011
Page 460
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS – Recommended employee compensation costs for FY 2010-11 includes 3.0 FTE staff positions with personnel services contracted with the County of San Benito. Employee compensation costs are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $10,537 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $18,639. SERVICES & SUPPLIES – Not applicable to this budget unit. OTHER CHARGES – First 5’s share of the A-87 Cost Plan is $32,566 which reflects an increase of $23,581 compared to prior fiscal year. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS - Not applicable to this budget unit. REVENUES State funding is the primary source of revenue for this program. NET COUNTY COST
$0
Net County Cost is zero. This program does not require a contribution by the General Fund.
Recommended Budget FY 2010-2011
Page 461
Recommended Budget FY 2010-2011
Page 462
COMMUNITY-BASED ORGANIZATIONS FUND 1001 - BUDGET UNIT 540 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
0
0
0
0%
Services & Supplies
0
0
0
0
0%
83,019
82,102
70,658
(11,444)
-14%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
83,019
82,102
70,658
(11,444)
-14%
0
0
0
0
0%
83,019
82,102
70,658
(11,444)
-14%
0.00
0.00
0.00
0.00
0%
Other Charges
Total Appropriations
Revenues
Net County Cost
FTE SUMMARY
This budget unit does not have a Schedule of Authorized Full-Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 463
MISSION This program finances contributions to community organizations that provide needed services for the safety and well-being of the general public. Contributions are made at the discretion of the Board of Supervisors. MAJOR SERVICES & ACTIVITIES In FY 2007-08 the Board adopted a formula linking actual sales tax revenue receipts to a target funding allocation of discretionary revenues. The annual appropriation budgeted for these programs are based on 6.5% of the most recent calendar year’s sales tax receipts. Using this methodology the total amount recommended for allocation is $70,658. A new funding application process was approved by the Board of Supervisors authorizing the Community Foundation for San Benito County to conduct the funding application process and make recommendations. The Board of Supervisors retains authority for all final funding decisions and will execute contracts between the County and all the approved agencies. ACCOMPLISHMENTS FOR FY 2009-2010 Contributions were made to the following organizations: • • • • • •
Advocacy, Inc. Area Agency on Aging Community Food Bank of San Benito County Foster Grandparents Program Jovenes de Antaño Senior Citizens Legal Services
Total Contributions:
$5,000 $29,100 $3,126 $1,376 $40,000 $3,500 $82,102
RECOMMENDED BUDGET EXPENDITURES The annual target allocation is based upon 6.5% of the 2009 calendar year actual sales tax receipts of $1,087,048. Based upon this formula the target allocation for FY 2010-11 is $70,658. Applications received from community organizations were evaluated by the Community Foundation for San Benito County and made a recommendation to the Board of Supervisors at the July 27, 2010 Board meeting. The distribution of funds appropriated will be discussed during budget hearings. NET COUNTY COST
$70,658
Net County Cost is $70,658. This reflects a decrease of $11,444 or 14% compared to Adopted FY 2010-11 and represents the amount allocated for contributions to community-based organizations.
Recommended Budget FY 2010-2011
Page 464
Recommended Budget FY 2010-2011
Page 465
COUNTY LIBRARY FUND 1001 – BUDGET UNIT 610 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
601,050
650,842
703,899
53,057
8%
Services & Supplies
91,546
103,750
89,600
(14,150)
-14%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
Total Appropriations
692,596
754,592
793,499
38,907
5%
Revenues Detail on next page
112,696
87,036
82,390
(4,646)
-5%
Net County Cost
579,900
667,556
711,109
43,553
7%
9.00
8.50
8.00
(0.50)
-6%
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS Job Class Title County Librarian Librarian I/II Library Technician Library Assistant I/II Total Positions
Recommended Budget FY 2010-2011
Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
32.3
1.00
1.00
1.00
0.00
17.6/19.6
1.50
1.50
2.00
0.50
14.9
3.00
3.00
2.50
(0.50)
10.1/11.9
3.50
3.00
2.50
(0.50)
9.000
8.500
8.00
(0.50)
Page 466
Revenue Detail for County Library
Revenue Account & Description 551001
State - Adult Literacy
551101
State - CLLS Adult Literacy
551101
State - CLLS Mobile Lib Lit Serv
563002
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
0
14,000
0
-14,000
-100%
54,236
0
13,000
13,000
0%
0
10,000
10,000
0
0%
Library Copier Service
802
600
600
0
0%
563003
Library Testing
135
200
200
0
0%
563004
Library Services - Fines
22,242
23,000
21,500
-1,500
-7%
563005
Library Services - Book Loan
250
200
200
0
0%
570010
Library Fund - City of Hollister
15,031
15,000
15,000
0
0%
570015
Private Grants
20,000
5,000
4,000
-1,000
-20%
576008
Library Trust - PLF
0
19,036
17,890
-1,146
-6%
112,696
87,036
82,390
-4,646
-5%
Total Revenues
Recommended Budget FY 2010-2011
Page 467
MISSION The mission of the San Benito County Free Library is to increase opportunities for County residents by delivering a rich array of informational, educational, recreational, cultural, and lifelong learning services through responsive, professional staff within a friendly and safe learning environment. MAJOR SERVICES & ACTIVITIES Materials and Resources The Library provides card holders with free access to informational, educational, recreational and cultural materials through books, magazines, audio-visual media and on-line resources. In-house special collections include the California history, large print books, audio books, CDROM music, video DVD and VHS, foreign language, and reference collections. The library’s membership in the Monterey Bay Area Cooperative (MOBAC) expands the County’s resources to include the material collections of member libraries through the Inter-Library Loan program. The technology center makes available computer workstations equipped with electronic databases for research, commonly-used application tools, and Internet access. Outreach and Mobile Library Services The Library reaches beyond its walls to the community with its Bookmobile and Family Learning Center mobile units. These vehicles visit city and rural schools, day care centers, senior and community centers to bring the resources and tools to promote literacy and lifelong learning for the entire family. Adult and Youth Services and Programs The Library serves the adult community with a variety of offerings. Reference services, supported by professional reference librarians equipped with the on-line public access catalog, books and electronic databases, provide a major benefit to the multilingual community of San Benito County. Book discussion groups, test proctoring and computer literacy training are examples of other adult services, and Adult Literacy Services address adult illiteracy with ongoing support. Adult Literacy Services give English-speaking adults the opportunity to improve their reading, writing, and diction through the help of volunteer tutors. The Library also co-sponsors Gavilan College ESL instruction for those who are beginning their study of English literacy. A weekly Conversation Club helps interested learners gain practical experience in exploring language and culture. A variety of youth services and programs are available for children from age 0 through the high school years. The Library supports the development of reading skills through weekly story time programs and the annual Summer Reading Program. Monthly arts and crafts programs, the first grade GOAL program for library card ownership, and the Reading Champions program available through the Family Learning Center and the main library, Family Place, the Homework Club, and seasonal book giveaways all address the academic and entertainment needs of our youngest patrons. Youth Programs such as movies, Poetry Slams and author readings target Young Adult audiences. Major focus is placed on developing partnerships for the introduction and expansion of programs to the community. ACCOMPLISHMENTS FOR FY 2009-10 •
Mobile Services: Implemented bookmobile schedule and incorporated Reading Champions program into Mobile Library Services.
•
Youth Services: In collaboration with the Hollister School District, commenced the Grade One at the Library (GOAL) program and established a Family Place setting at the Library.
Recommended Budget FY 2010-2011
Page 468
•
Learning Opportunities: Offered new Job Search, computer literacy, Facebook social networking and Vocabulary Club classes.
•
Technology: Revamped County Library website with new look and feel and implemented Customer Service Model card registration self-service.
OBJECTIVES FOR FY 2010-2011 In FY 2010-11, the County Library will continue to strive toward excellent customer service in all areas with particular focus on the following initiatives: •
Support customers’ job search efforts with dedicated workstations.
•
Pursue automation for process improvements through self-checkout and timeout systems.
•
Publish a FY 2009-11 bi-annual report to the community on County Library operational statistics, activities and service improvements.
•
Evaluate physical footprint size limitations in main library to further optimize use of available work space.
•
Maintain outreach and literacy basic service.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include voluntary and negotiated furlough days for a savings of $25,081 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Regular Salaries & Benefits in the amount of $46,310. The Librarian is recommending a re-organization within the department due to the retirement of one Library Technician. The current position, at a salary range of 14.9, would be reduced from a 1.0 FTE to a 0.50 FTE. The other 0.50 FTE would convert to a Librarian II, at a salary range of 19.6. A filled 0.50 Library Assistant II position at a salary range of 11.9 would be eliminated effective October 1, 2010. The reorganization would result in salary savings of approximately $3,000 in the first year, but the following year would result in $42,840 of salary savings. NEW POSITIONS – No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - The budget includes $34,460 for temporary/extra help. Two Office Assistants will augment Circulation Desk duties formerly performed by the Mobile Family Learning Center driver. Funding from the MLLS state literacy grant will offset these costs.
Recommended Budget FY 2010-2011
Page 469
Two Library Assistants will provide support for Adult Literacy Services Vocabulary Club and for website maintenance of the Literacy Program pages. The positions will also help support the Circulation Desk as well as a range of key Youth Services programs, including the Homework Center, Grade One at the Library (GOAL) program, and the Summer Reading Program. There is $13,000 of funding from the ALS State Literacy Grant to help offset these costs. OVERTIME WAGES – Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – The recommended budget reduces Services and Supplies by 4% from FY 2009-10. It is recommended that Books & Subscriptions be reduced to $10,000 compared to prior year. A reduction of $6,150 in Computer Supplies for technology is necessary due to reductions in private grant revenue. Professional Services is increased by $1,000 to purchase website content and maintenance, along with promotional materials design from an outside vendor. Special Departmental Expense is reduced by 8% or $1,000 and is for the execution of the Adult Literacy and Mobile Literacy grants. Expenditures include literacy web pages, books other materials for Reading Readiness Champions program, adult literacy workbooks and literacy programs’ travel. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES The Public Library Fund contribution from the state of California is projected to be down by 10% based upon prior year trends. A balance of $4,000 from Private Grants in the prior year’s revenue that was not expended is included as revenue FY 2010-11. A reduction in the California Library Literacy Services grant for the Adult Literacy Services program reflects a $12,200 decrease because the San Benito Adult Literacy Program has concluded its startup phase. Beginning in FY 2010-11, the grant funding will be based on a formula that results in a reduction in state support from its current level. NET COUNTY COST
$711,109
Net County Cost is $711,109. This reflects an increase of $43,553 or 7% compared to Adopted FY 200910. The increase in cost is due to the inclusion of OPEB charges and a 5% reduction in revenue.
Recommended Budget FY 2010-2011
Page 470
Recommended Budget FY 2010-2011
Page 471
UNIVERSITY OF CALIFORNIA EXTENSION/4-H ADVISOR FUND 1001 – BUDGET UNIT 620 – FY 2010-11 RECOMMENDED Actual 2008-2009
Fiscal Summary
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
57,665
59,644
56,085
(3,559)
-6%
Services & Supplies
12,858
19,000
19,000
0
0%
Other Charges
0
0
0
0
0%
Interdepartmental Charges
0
0
0
0
0%
Fixed Assets
0
0
0
0
0%
70,523
78,644
75,085
(3,559)
-5%
0
0
0
0
0%
70,523
78,644
75,085
(3,559)
-5%
1.00
1.00
0.80
(0.20)
-20%
Total Appropriations
Revenues
Net County Cost
FTE SUMMARY
SCHEDULE OF AUTHORIZED FULL-TIME EQUIIVALENT (FTE) POSITIONS
Job Class Title Secretary I
Total Positions
Recommended Budget FY 2010-2011
Salary Range
Actual 2008-09
Adopted 2009-10
Recomm 2010-11
Change
12.9
1.00
1.00
0.80
(0.20)
1.00
1.00
0.80
(0.20)
Page 472
MISSION San Benito County Cooperative Extension, which includes our agricultural extension program for farmers and the 4-H Youth program, is part of the University of California Division of Agriculture and Natural Resources (ANR). The mission statement of ANR is “The Division of Agriculture and Natural Resources is a statewide network of University of California researchers and educators dedicated to the creation, development and application of knowledge in agricultural, natural and human resources.” Additionally, “ANR’s professional staff of farm advisors and specialists works side-by-side with California farmers, searching for solutions to new problems. UC Cooperative Extension’s flagship for children is the timetested 4-H program, which offers local youth experience and instruction in animal management, computers, science, cooking, gardening, leadership, and many other subjects.” MAJOR SERVICES & ACTIVITIES Cooperative Extension offers our educational program to all farmers. Included in this extension of information program are meetings, newsletters, publications, articles, web sites and individual consultations by phone or e-mail or in-person both in the office and on the farm when necessary to diagnose problems. Cooperative Extension offers an extensive applied research program to help solve existing as well as new problems facing the farming community. Research may involve both statewide projects and local projects initiated by the local office staff. Additional resources are available from cross-county programs from which to gain expertise from staff in Monterey (vegetable crops, grapes), Santa Cruz (berries) and Santa Clara Counties (small farms, sustainable agriculture) as well as statewide campus-based specialists. The 4-H Youth program provides leadership, citizenship and educational opportunities to all youth from ages 9 to 19 with a primary member program available for youths ages 5 to 9. There are currently 241 youths enrolled in the San Benito County 4-H Youth program as well as 113 adult volunteer leaders. ACCOMPLISHMENTS FOR FY 2009-2010 •
Spotted wing drosophila is a new insect pest from Asia, first discovered in berries in Santa Cruz County in August, 2008. In May, 2009 this pest developed into a severe problem for Central Coast cherry growers. A San Benito County Cooperative Extension staff member was actively involved in the identification of SWD, evaluating the extent of damage and development of management programs. The program is at the forefront of SWD research programs in the western United States with grants from the California Cherry Advisory Board and the United States Department of Agriculture. This pest has the potential to infest many other crops in the area. Another staff member is currently working with educational programs on light brown apple moth.
•
A local staff member currently lead the state in evaluating the impact of walnut husk fly infestation on the quality of walnuts and the development of new management tools for walnut husk control for both conventional and organic walnut growers. Walnut husk fly is a major pest for local walnut growers.
Recommended Budget FY 2010-2011
Page 473
•
Codling moth is a major pest for both apple and walnut growers. A San Benito County Cooperative Extension staff member, collaborating with University of California, Berkeley entomologists, performed the majority of testing of new chemical control measures for codling moth for both conventional and organic growers over the past ten years.
•
The 4-H Youth program had two members appointed as 4-H State Ambassadors (out of only 20 statewide) and one member selected to go to the prestigious National 4-H Conference in Washington D.C. (only six are chosen from California each year). There are also four County AllStars who coordinate local events. In the past year three attendees went to the Washington Focus Conference in Washington D.C. and three went to the California Focus Conference in Sacramento – both of these emphasize leadership and understanding of government. Many youths attended the LCORT Conference in Fresno and the State Leadership Conference at UC Merced. This is in addition to all of the normal club, county and fair events in which 4-H members participate.
•
Another staff member is actively involved with native oak preservation with continuing test plots and projects coordinated with statewide oak and natural resources specialists. This staff member also helped produce a new cattle production guide in Spanish for the California Cattlemen’s Association.
OBJECTIVES FOR FY 2010-2011 •
Provide leadership and conduct research associated with spotted wing drosophila management and extend information to cherry growers and other farmers in the area.
•
Continue research on new blackline-resistant walnut varieties. Blackline is a virus disease which decimated local walnut orchards in the 1970’s to 1990’s. The walnut breeding program at UC Davis provided Cooperative Extension staff member with the first off-campus test trees for evaluation which are now being grown in several local orchards and are providing valuable information on local adaptation.
•
Continue expansion of 4-Youth opportunities for leadership, citizenship and education in San Benito County through the hiring of a new local 4-H Program Representative.
•
Maintain strong, relevant programs that are both educational and cost effective during a period of reduced revenues for both the University of California and the County.
RECOMMENDED BUDGET EXPENDITURES REGULAR SALARIES & BENEFITS - Recommended employee compensation costs for FY 2010-11 are based on currently authorized staffing levels, negotiated salary and benefit adjustments and their effective dates, and step increases for eligible employees. The compensation projections include negotiated furlough days for a savings of $2,185 and related accrual of mandatory benefits. As prescribed by GAAP (Generally Accepted Accounting Principles), OPEB charges are presented in the correct classification of Recommended Budget FY 2010-2011
Page 474
Regular Salaries & Benefits in the amount of $4,184. The Secretary I position is recommended at a reduction of 0.20 FTE to a 0.80 FTE, for a savings of $11,609 with an effective date of October 1, 2010. This reduction would result in closing the office one day a week. The office averages 8-10 walk-ins per day and 10-15 telephone calls per day requesting information regarding the 4-H and agricultural programs. NEW POSITIONS - No new positions are recommended for FY 2010-11. TEMPORARY/EXTRA HELP - Funding for temporary or extra help employees is not recommended in FY 2010-11. OVERTIME WAGES - Funding for employee overtime compensation is not recommended in FY 2010-11. SERVICES & SUPPLIES – Appropriations are recommended at the same levels as the previous year overall. Reductions in various line items have been recommended due to reduced need and use. Office Expense is increased 12.5% to fund postage costs for mailings throughout the year which were previously funded by federal monies that the USDA allocated to every county. Those monies are no longer available, so there is a need to provide the postage cost locally or by grants. Rents & Leases – Equipment is recommended at $400 to higher than the previous year to accommodate charges for a new copier rental and maintenance contract. Travel, Training & Meetings is 10% lower than Adopted FY 2009-10 reflecting lower fuel costs. OTHER CHARGES – Not applicable to this budget unit. INTERDEPARTMENTAL CHARGES - Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES There are no revenues associated with this budget unit. Sales of University of California publications are remitted to the University of California and all grant funds are processed through the University of California. NET COUNTY COST
$75,085
Net County Cost is $75,085. This reflects a decrease of $3,559 or 5% compared to Adopted FY 2009-10 due to the reduction of 0.20 FTE.
Recommended Budget FY 2010-2011
Page 475
Recommended Budget FY 2010-2011
Page 476
LONG TERM DEBT REPAPYMENT FUND 1001 – BUDGET UNIT 800 – FY 2010-11 RECOMMENDED
Fiscal Summary
Actual 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: Salaries & Benefits
0
0
0
0
0%
Services & Supplies
0
0
0
0
0%
Other Charges
0
0
0
0
0%
240,970
234,640
240,070
5,430
2%
0
0
0
0
0%
Total Appropriations
240,970
234,640
240,070
5,430
2%
Revenues
241,232
234,640
240,070
5,430
2%
Net County Cost
(262)
0
0
0
0%
FTE SUMMARY
0.00
0.00
0.00
0.00
0%
Interdepartmental Charges Fixed Assets
This budget unit does not have a Schedule of Authorized Full-Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 477
MISSION This budget unit was created as an accounting device to isolate payment of long-term debt incurred by the County as a result of the issuance of Certificates of Participation (COP’s). This debt issuance provided funding for a County match required to obtain State bond act monies for construction of the new Jail and Juvenile Hall in FY 1991-92. Background In 1991 the County of San Benito partnered with the California State Counties Association of Counties Financing Corporation entered into a contract with the CSAC Financing Corporation to issue Certificates of Participation (COP’s) for the financing of the jail/juvenile hall construction projects. In 1998, the San Benito County Financing Corporation (a non-profit corporation) was formed to substitute for the CSAC Financing Corporation and the Board initiated a refinancing of the certificates of participation that resulted in the sale of certificates of participation in an amount not to exceed $2.5 million for the jail/juvenile hall construction projects. Certificates of Participation are defined as lease financing agreements in the form of tax exempt securities similar to bonds. In COPs financing, title to a leased asset is assigned by the lessor to a trustee that holds it for the benefit of the investors, the certificate holders. The participation of many investors in the lease transaction allows the transformation of what would otherwise be a straightforward financing instrument executed between a lessee and as lessor into a marketable security. COPs are thus a method of leveraging public assets in order to finance other assets. The financing corporation provides the mechanism to obtain a loan. RECOMMENDED BUDGET EXPENDITURES SALARIES & BENEFITS – Not applicable to this budget unit. SERVICES & SUPPLIES – Not applicable to this budget unit. OTHER CHARGES – The debt repayment for the loan is reflected and remains relatively the same as last fiscal year at $240,070. Repayments are made twice a year, once in August and again in February to the financial lending institute who bares the loan. The loan will be fully paid by 2012. INTERDEPARTMENTAL CHARGES – Not applicable to this budget unit. FIXED ASSETS – Not applicable to this budget unit. REVENUES Revenues are from the Jail & Juvenile Hall Impact Fees Fund. Debt service payment will be fully funded by the impact fees in FY 2010-11 as they were in FY 2009-10. NET COUNTY COST
$0
Net County Cost is zero for this budget unit. Recommended Budget FY 2010-2011
Page 478
Recommended Budget FY 2010-2011
Page 479
APPROPRIATIONS for CONTINGENCIES BUDGET UNIT 999 – FY 2010-11 RECOMMENDED
Fiscal Summary
Adopted 2008-2009
Adopted 2009-2010
Recomm 2010-2011
Increase/ Decrease
% of Change
Appropriations: 1001 999 - GENERAL FUND 3010 - SOLID WASTE (LANDFILL) FUND
Total Appropriations
Revenues
General Fund Net County Cost
FTE SUMMARY
2,271,189
1,000,000
1,000,000
0
0%
144,769
1,000,000
1,000,000
0
0%
2,415,958
2,000,000
2,000,000
0
0%
0
0
0
0
0%
2,271,189
1,000,000
1,000,000
0
0%
0.00
0.00
0.00
0.00
0%
This budget unit does not have a Schedule of Authorized Full-Time Equivalent (FTE) Positions.
Recommended Budget FY 2010-2011
Page 480
MISSION This budget unit sets aside funding that is available for emergencies or other unforeseen expenditures that occur after adoption of the Final Budget and which cannot be absorbed within other existing appropriations. Contingencies can also be used to finance major items for which the total cost cannot be determined in advance. RECOMMENDED BUDGET EXPENDITURES General Fund It is recommended that $1 million be appropriated for contingencies. This appropriation is intended to fund unanticipated expenses that occur during the year, which are not otherwise funded by the budget. The Board of Supervisors has the option under state law to establish contingencies up to 15% of the General Fund’s operating expenses. There is no limit on the amount that the Board can set aside in reserves; however, unlike contingencies, which the Board may use as the need arises, reserves cannot be increased or decreased except at the time of budget adoption. The Contingency appropriation will draw resources from the unreserved General Fund balance if expended. Integrated Waste Management Contingency has been designated in the amount of $1 million. Integrated Waste Management has been advised by the Auditor to set aside a minimum of $300,000 due to historic uncertainty in Closure and Post-Closure cost reconciliation each year and for unforeseen expenses in the landfill operation. An additional $700,000 is recommended to be available for unforeseen expenses in either the Integrated Waste Management Fund or the General Fund due to the extreme uncertainty of the economy, State budget.
Recommended Budget FY 2010-2011
Page 481
Recommended Budget FY 2010-2011
Page 482
COUNTY OF SAN BENITO SCHEDULE OF AUTHORIZED FULL-TIME EQUIVALENT (FTE) POSITIONS STAFFING SUMMARY BY PROGRAM BUDGET UNIT FOR FISCAL YEAR 2010-2011
Recommended Budget FY 2010-2011
Page 483
COUNTY OF SAN BENITO SCHEDULE OF AUTHORIZED FULL-TIME EQUIVALENT (FTE) POSITIONS STAFFING SUMMARY BY PROGRAM BUDGET UNIT FOR FISCAL YEAR 2010-2011
Recommended Budget FY 2010-2011
Page 484
COUNTY OF SAN BENITO SCHEDULE OF AUTHORIZED FULL-TIME EQUIVALENT (FTE) POSITIONS STAFFING SUMMARY BY PROGRAM BUDGET UNIT FOR FISCAL YEAR 2010-2011
Recommended Budget FY 2010-2011
Page 485
COUNTY OF SAN BENITO SCHEDULE OF AUTHORIZED FULL-TIME EQUIVALENT (FTE) POSITIONS STAFFING SUMMARY BY PROGRAM BUDGET UNIT FOR FISCAL YEAR 2010-2011
Recommended Budget FY 2010-2011
Page 486
COUNTY OF SAN BENITO SCHEDULE OF AUTHORIZED FULL-TIME EQUIVALENT (FTE) POSITIONS STAFFING SUMMARY BY PROGRAM BUDGET UNIT FOR FISCAL YEAR 2010-2011
Recommended Budget FY 2010-2011
Page 487
COUNTY OF SAN BENITO SCHEDULE OF AUTHORIZED FULL-TIME EQUIVALENT (FTE) POSITIONS STAFFING SUMMARY BY PROGRAM BUDGET UNIT FOR FISCAL YEAR 2010-2011
Recommended Budget FY 2010-2011
Page 488
COUNTY OF SAN BENITO SCHEDULE OF AUTHORIZED FULL-TIME EQUIVALENT (FTE) POSITIONS STAFFING SUMMARY BY PROGRAM BUDGET UNIT FOR FISCAL YEAR 2010-2011
Recommended Budget FY 2010-2011
Page 489
COUNTY OF SAN BENITO SCHEDULE OF AUTHORIZED FULL-TIME EQUIVALENT (FTE) POSITIONS STAFFING SUMMARY BY PROGRAM BUDGET UNIT FOR FISCAL YEAR 2010-2011
Recommended Budget FY 2010-2011
Page 490
COUNTY OF SAN BENITO SCHEDULE OF AUTHORIZED FULL-TIME EQUIVALENT (FTE) POSITIONS STAFFING SUMMARY BY PROGRAM BUDGET UNIT FOR FISCAL YEAR 2010-2011
Recommended Budget FY 2010-2011
Page 491
COUNTY OF SAN BENITO SCHEDULE OF AUTHORIZED FULL-TIME EQUIVALENT (FTE) POSITIONS STAFFING SUMMARY BY PROGRAM BUDGET UNIT FOR FISCAL YEAR 2010-2011
Recommended Budget FY 2010-2011
Page 492
SAN BENITO COUNTY FIXED ASSETS
Recommended Budget FY 2010-2011
Page 493
SAN BENITO COUNTY FIXED ASSETS
Recommended Budget FY 2010-2011
Page 494
SAN BENITO COUNTY FIXED ASSETS
Recommended Budget FY 2010-2011
Page 495
San Benito County Board of Supervisors FY 2010-2011 Adopted Budget Policies Maintain a General Fund prudent cash reserve of $4 million. Retain General Fund Contingency at $1 million for unforeseen expenses or revenue reversals during the year. Formally designate future uses for General Fund Reserves including Measure T and Undesignated Fund Balances. Formally designate future uses for Tobacco Securitization Funds. Appropriate up to 100% of the undesignated unrestricted General Fund Balance (rainy day fund) to support priority ongoing operating cost during FY 2010-2011 otherwise unfunded by local discretionary revenues. Continue to impose hiring freeze retaining appeal for special circumstances to the County Administrative Office. Recognize true salary savings due to normal employee turnover in all operating budgets. Provide no funding for new positions unless revenue offset or to address a highly pressing need. Reorganization proposals may be considered for inclusion in the budget only if Human Resources have completed appropriate organizational and fiscal impact analysis and recommendations. Identify options to reduce or eliminate services and costs in non-mandated or discretionary program areas. Develop program summary report identifying the impact of service delays or discontinuance due to budget constraints. Maximize the use of projected fund balance in all non-general funds as a mitigation of the demand for general fund resources, recognizing that fund balances are one-time funding sources. Maximize the use of Trust and Special Revenue Funds to support programs and services that would otherwise consume general fund resources. As much as possible, limit use of one-time funds including reserves and trust funds for critical onetime expenses including fixed assets, capital projects, and building maintenance and repair projects. Maintain ongoing funding for County Information Technology, network/infrastructure development, operating system applications and maintenance.
Recommended Budget FY 2010-2011
Page 496
GLOSSARY OF BUDGET TERMS The following glossary of terms is provided to offer explanations of acronyms and commonly used terms in the budget document. We have also included other financial and program terms that may be mentioned by staff or the public during budget hearings. AB 8:
The law that established the property tax allocation system in California following the enactment of Proposition 13 in 1978, which imposed a 1% local property tax cap. In San Benito County, the County General Fund’s AB8 share is approximately 13% of each dollar collected - among the lowest of all counties.
ACCOUNT:
A line item classification of expenditure or revenue. This is the lowest level of expenditure or revenue found in the budget. Example: "Travel & Meeting Expenses" is an account in "Services & Supplies".
ACCOUNTING:
The process of identifying, recording, classifying and reporting information on economic events in a logical manner for the purpose of providing financial information for decision making.
ACCRUAL ACCOUNTING:
A basis of accounting in which revenues are recognized in the period in which they are earned and become measurable, and expenses are recognized in the period incurred instead of when cash is actually received or spent. For example, in accrual accounting, revenue that was earned between April 1 and June 30, but for which payment was not received until July 10, is recorded as being received on June 30 rather than July 10. San Benito County uses the modified accrual basis of accounting.
ACTIVITY:
A specific line of work performed to accomplish a function for which a governmental unit is responsible. Example: “Correction and Detention" is an activity performed in discharging the "Public Protection" function.
ADMINISTRATION:
Depending on the context, refers to the County Administrative Office or County Administrative Officer.
ADOPTED BUDGET:
Refers to the budget as approved by the Board of Supervisors after the required public hearings and deliberations on the Proposed Budget.
AMADOR PLAN:
For counties contracting with the California Department of Forestry & Fire Protection for fire protection services, the “Amador Plan” is an arrangement whereby counties can pay a cost differential to fund year-round staffing of CDF fire stations, including the winter months when staffing would otherwise be reduced. This ensures a constant year-round level of fire protection for the area served.
ANNUALIZED COST:
Operating cost incurred at annual rates for a portion of the prior fiscal year and which must be incurred at similar rates for the entire 12 months of the succeeding fiscal year.
Recommended Budget FY 2010-2011
Page 497
APPROPRIATION:
An authorization granted by the Board of Supervisors to make expenditures and to incur obligations for specific purposes. Note: An appropriation usually is time limited and must be expended before the end of the fiscal year.
APPROPRIATIONS LIMIT:
An absolute dollar limit on the amount of funds derived from taxes that the County can legally appropriate and expend each fiscal year, which is specified by Article XIII-B of the State Constitution. Any proceeds of taxes revenues in excess of the Gann Limit must be returned to taxpayers. The base-year used on computing the Gann Limit is FY 1978-79, with adjustments to the appropriations limit allowed in succeeding fiscal years for (a) changes in population; and (b) changes in the cost of living. Also referred to as the “Gann Limit”.
ASSESSED VALUATION:
A valuation set upon real estate or other property by a government as a basis for levying property taxes. In California, the Assessor of each county determines the taxable values of all secured and unsecured property within his/her jurisdiction. The State Board of Equalization determines the taxable value of utilities. Under Article XIII of the State Constitution (Proposition 13, adopted by the voters on June 6, 1978), the County Assessor values properties at 100% of full market value. Proposition 13 also modified the value of real taxable property for fiscal year 1979 by rolling back values to fiscal year 1976 levels. From this assessment base, subsequent annual increases in valuation are limited to a maximum of 2%. However, increases to full market value are allowed for property improvements or upon change of ownership. Personal property is excluded from these limitations, and is subject to annual reappraisal.
ASSESSMENT ROLL:
The official list prepared by the Assessor that contains the legal description of each parcel or item of property and its assessed valuation. This term is used to denote the total valuation of all taxable property in the County.
AUDIT:
State law requires that a financial audit be done annually by an independent Certified Public Accountant on every County. The primary objective of an audit is to determine if the County’s financial statements present fairly the County’s financial position and the financial transactions for the previous fiscal year in accordance with generally accepted accounting principles. It is customary for an independent auditor to issue a Management Letter stating the adequacy of the County’s internal controls for the safeguarding of funds and other assets as well as recommending improvements to the County’s financial management practices.
TYPES OF AUDITS: Financial - Examination of the records and financial statements of a business or organization by an independent accountant for the purpose of expressing an opinion as to whether the financial statements present fairly the financial position at a given date Recommended Budget FY 2010-2011
Page 498
and results of operations ending on that date in accordance with generally accepted accounting principles. Source documents are examined to substantiate legitimacy of transactions and internal controls are evaluated. Internal - Investigation of the organization’s procedures and operations by the internal auditor to assure that they conform to the organization’s policies. Management - Evaluation of management’s efficiency. Compliance - Determination that the organization is complying with specific rules and regulations. Compliance audits may include the review and examination of property/maintenance organizations, records, and operations to verify compliance with established government and Stanford requirements. AUTHORIZED POSITIONS:
The number of positions, their respective classification titles and salary ranges allowed in each budget unit as shown in the Schedule of Authorized Positions, which is adopted as part of the Budget. This serves as a control on the number and level of positions that may be filled in any department or program.
AVAILABLE FINANCING:
All the means of financing a budget (current property taxes, miscellaneous revenues, and fund balance--except for encumbered reserves). Also referred to as resources.
AVAILABLE FUND BALANCE:
The amount of fund balance that is free and unencumbered and available for financing expenditures and other funding requirements.
BUDGET:
The planning and controlling document for the County of San Benito’s financial operation with estimates of proposed expenditures and revenues for a given period of time, known as a fiscal year, from July 1 to June 30 of the following year. The budget displays the approved expenditures (costs) for providing services and the estimated revenues (income) to pay for them. A department or agency may have one or more budget units assigned to it. The budget is adopted annually by the Board of Supervisors after public hearings on the Proposed Budget as presented by the County Administrative Officer. Once adopted, the budget sets the maximum spending limit for departments and programs. . To this end, the budget is controlled at the object level: i.e., Salaries & Benefits, Services & Supplies, Other Charges, and Fixed Assets.
BUDGET DOCUMENT:
The written instrument compiled by the County Administrative Officer to present a comprehensive financial program to the Board of Supervisors. The budget document generally consists of two parts. The first part contains a message from the County Administrative Officer, together with a summary of the proposed expenditures and the means of financing them. The second consists of schedules supporting the summary. These schedules show in detail the information as to the past years actual revenues, expenditures and other data used in making the estimates. In
Recommended Budget FY 2010-2011
Page 499
addition to the budget document, a budget resolution is necessary to put the budget into effect. BUDGET MESSAGE:
A general discussion of the Proposed Budget as presented in writing by the County Administrative Officer to the Board of Supervisors. This letter contains an explanation of the principal budget items, an outline of financial transactions during the past period and its financial status at the time of the message, and recommendations regarding the financial policy for the coming fiscal year.
BUDGET POLICIES:
General and specific policies adopted by the Board of Supervisors that provide guidance for budget preparation, approval and administration.
BUDGET PROCESS:
The county budgetary process is ongoing and involves the following four generic phases
BUDGET, PROPOSED:
Recommended Budget FY 2010-2011
1.
Preparation - This is shared the responsibility of department heads, the County Administrative Officer, and the County Auditor. It begins with each department head analyzing past financial data and projecting expenditure needs and revenues in order to develop and justify a requested budget for the coming fiscal year.
2.
Review - The CAO reviews and analyzes department budget requests, confers with department heads, and pares requested expenditures in order to prepare a proposed budget that is balanced, with revenues and fund balances available offsetting recommended expenditures.
3.
Adoption - Once the proposed budget has been prepared by the CAO, it is presented to the Board of Supervisors for consideration, possible modification, and approval. The public is invited to participate in this phase via public hearings on the proposed budget.
4.
Execution/Control/Revision - The proposed budget, as modified by the Board of Supervisors, becomes the final budget. Budgetary accounts are set up by the County Auditor to record the estimated revenue and approved expenditures for the various funds. Budgetary control and oversight is exercised by the CAO and County Auditor throughout the year to ensure that expenditures stay within appropriated amounts and that revenues are realized as planned. In response to changing economic conditions and circumstances, to transfer money between programs, or to accept and spend unanticipated revenue such as grants, the Board of Supervisors can amend the budget. See PROPOSED BUDGET.
Page 500
BUDGET, RECOMMENDED:
The level of expenditures and revenues for a particular activity, program, or department as recommended by the County Administrative Officer for the upcoming fiscal year. See PROPOSED BUDGET.
BUDGET, REQUESTED:
The level of expenditures and revenues for a particular activity, program, or department as proposed by the department head for the upcoming fiscal year.
BUDGET, REVISED:
Refers to any changes or amendments made to the Final/Adopted/Approved Budget during the fiscal year. Such a change will consist of an increase or decrease in revenues that are recognized or in the level of authorized expenditures. The budget is not a static document and may be revised as needed during the fiscal year; e.g., to accept and expend unanticipated (non-budgeted) revenues.
BUDGET TRANSFER:
A movement of budget dollars from one activity/account to another and/or from one object code to another. Often results in a transfer of funding.
BUDGET UNIT:
An accounting and financial control unit for which a separate appropriation is approved by the Board of Supervisors. A department or agency may be divided into one or more budget units. Each budget unit has a collection of expenditure and revenue accounts (line items) necessary to fund a certain organizational unit, division, or set of programs.
BUDGETARY CONTROL:
The control or management of the approved budget throughout the fiscal year to ensure that expenditures are within the limitations of available appropriations and available revenues. In San Benito County, budgetary control is exercised at the object level within program budgets. Budgetary controls are required for sound financial management and oversight.
CAO:
Acronym for County Administrative Officer Administrative Office, depending on context.
CAPITAL OUTLAY FUND:
Used to account for expenditures on buildings, construction, and land acquisition.
CAPITAL PROJECTS:
The county's acquisitions, additions, and improvements to fixed assets; e.g., buildings, building improvements, and land purchases.
CASH ACCOUNTING:
A basis of accounting under which transactions are recognized only when cash is received or disbursed.
CDF:
California Department of Forestry and Fire Protection. The county contracts with CDF for fire protection in the unincorporated areas of the county except for Aromas, which is part of a multi-county fire protection district.
Recommended Budget FY 2010-2011
or
County
Page 501
CERTIFICATES OF PARTICIPATION:
A certificate showing participation through ownership of a “share” of lease payments or lease-purchase agreement. It is a method of financing a capital project whereby a tax-exempt corporation is formed, sells interests (certificates of participation) in the capital project, leases the project to a local government, and repays the certificates with the lease payments. After the certificates have been repaid, the local government typically has the option to purchase the capital project it has been leasing. There is no voter approval necessary for this type of financing. Since these leases are financings arranged for individual agencies and typically incorporate a clause abrogating the agreement in the event of nonappropriation of revenues by the legislative body, the COPs do not qualify as debt for purposes of statutory debt limitations.
CHARGES FOR SERVICES:
A charge or fee imposed by a County department for services rendered to the public. Charges are imposed in order to insure that those citizens receiving the service pay at least a portion of the cost of providing the service. Also known as “user fees”.
CHART OF ACCOUNTS:
Key underlying structure of the General Ledger, providing a means for collecting, classifying and reporting on financial transactions. A listing of all accounts within the financial accounting system, the Chart of Accounts shows the account structure an organization uses to record financial transactions and maintain account balances.
COG:
Council of Governments of San Benito County
COMMUNITY FACILITIES DISTRICT:
Under the Mello-Roos Community Facilities Act of 1982 (Government Code Section et seq.), a legislative body may create within its jurisdiction a special district that can issue tax-exempt bonds for the planning, design, acquisition, construction and/or operation of public facilities, as well as provide public services to district residents. Special tax assessments levied by the district are used to repay the bonds.
COMPENSATION (EMPLOYEE):
Salary and benefits given to employees for their services.
CONSUMER PRICE INDEX (CPI):
A statistical measure of change, over time, in the prices of goods and services in major expenditure groups--such as food, housing, apparel, transportation, and health and recreation--typically purchased by urban consumers. Essentially it measures the purchasing power of consumers' dollars by comparing what a sample "'market' basket" of goods and services costs today with what the same sample market basket cost at an earlier date. The United States Government, Bureau of Labor Statistics, maintains the Consumer Price Index.
CONTINGENCIES:
Contingencies are established by the Board of Supervisors to set aside funding for emergencies or other unforeseen expenditures that occur after adoption of the Final Budget and which cannot be absorbed within other existing appropriations. The appropriation is also normally used to finance major items for which the total cost
Recommended Budget FY 2010-2011
Page 502
cannot be determined in advance (e.g., settlement of pending litigation). It is limited to not more than 15% of the appropriations in any fund. COST:
The estimated expenditure for a particular resource.
COST ALLOCATION PLAN:
The documents identifying, accumulating, and allocating or developing billing rates based on the allowable costs of support or overhead services provided by the County to departments or programs that are supported by state and/or federal funds. San Benito County uses its Cost Plan to recover indirect costs from state and federal grant programs. This plan is prepared following federal guidelines specified in OMB Circular A-87.
COST APPLIED:
Expense and reimbursement transactions in which one budget unit is reimbursed or charged by another budget unit within the same fund for expenditures or expenses initially made by one budget unit, but which are properly applicable to another. The transactions results in a reduction in expenditures or expenses in one budget unit and a corresponding increase in the other (expenditure transfer). The result for reporting purposes is to eliminate the original charge and to reflect only in the proper budget unit. Cost applied is intra-fund as opposed to inter-fund transfers.
COST OF LIVING ADJUSTMENT (COLA): Commonly used to refer to general salary increases granted to employees or increases in benefit payments for recipients of public assistance to keep pace with inflation in the cost of goods and services as measured by the CPI. COUNTY SERVICE AREA (CSA):
A geographic sub-area of a County used for the planning and delivery of street maintenance and lighting, water, sewer, and/or other services based on an assessment of the service needs of the population in that area.
COUNTYWIDE PROGRAMS:
Programs that benefit all areas of the County, and are provided on an area-wide basis, both within city limits and outside city limits. (Examples are: Public Health programs, Social Services, County Jail, Juvenile Hall, and Family Support).
CSAC:
The California State Association of Counties.
CSWD
Community and Workforce Services Development Department.
DEBT SERVICE:
Payment of the principal and interest on an obligation resulting from the issuance of bonds, notes, or certificates of participation (COP’s).
DEBT SERVICE FUND:
A fund established to finance and account for the payment of interest and principal on bonds or other long-term borrowing.
Recommended Budget FY 2010-2011
Page 503
DEFICIT:
An excess of expenditures over revenues (resources) during an accounting period, such as a fiscal year. By law, counties are required to adopt a balanced budget in which planned expenditures are offset by expected revenues.
DEPARTMENT:
A major organizational unit in County government in which programs similar in nature are grouped together under the management of an appointed or elected official (e.g., the Planning and Building Department or the Sheriff-Coroner’s Department). One or more program budget units may be used to fund a department and account for its expenses. A large department or two or more departments that have consolidated may be referred to as an “agency”, such as the Health & Human Services Agency.
DEPARTMENT HEAD:
A county official appointed by the Board of Supervisors or County Administrative Officer or elected by San Benito County voters who is responsible for managing a County department.
DESIGNATED FUND BALANCE:
A portion of an unreserved fund balance that has been "earmarked" or tentatively set aside by the CAO or the Board for specified purposes.
DESIGNATION:
An account containing money set aside by the Board of Supervisors for a specific future use. Money in a designation is earmarked for a specific use, but may not be legally restricted to that use (see Reserve).
DISAGREED ITEMS:
Difference in estimates for the following fiscal year between the submitting department’s request and the County Administrative Officer’s recommendations must be submitted in writing by law. Unless the department withdraws such requests, they are shown in the budget document as “Disagreed Items”.
DISCRETIONARY REVENUES:
Refers to revenues, such as property and sales taxes, that are available to the Board of Supervisors without restriction to be spent on the General Fund operations of County government, including police protection, parks, libraries, etc. Discretionary revenues are the opposite of “restricted revenues”, such as certain grants and subventions from the state and federal governments and user fees, which can only be spent on designated programs. Discretionary revenues are also referred to as “general purpose revenues” or “non-departmental revenues” in that they are generated by, or assigned to, any particular department or program.
DIVISION:
A sub-section or major activity within a department that provides specific services. For example, the Juvenile Hall is a division of the Probation Department and Parks is a division of the Public Works Department.
DOUBLE ENTRY:
A system of bookkeeping that requires an entry to the debit side of an account or accounts for the corresponding amount or amounts of the entry to the credit side of another account or accounts.
Recommended Budget FY 2010-2011
Page 504
EMPLOYEE BENEFITS:
Amounts paid on behalf of employees by the County in addition to their gross salaries. Examples include: group health and life insurance premiums, contributions to Social Security and the Public Employees Retirement System, and payments for Workers’ Compensation and Unemployment Insurance programs. The total compensation of an employee includes their gross salary and the cost of Employer contributions to fringe benefits.
ENCUMBRANCE OR ENCUMBERED FUNDS: An obligation in the form of a purchase order, contract, or other commitment, which is chargeable to an appropriation, and for which a part of the appropriation is reserved. In some cases reserves are carried over into succeeding fiscal years. The encumbrances end when the obligations are paid or otherwise terminated. ENTERPRISE FUND:
A fund established to account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. Example: airport, golf course, water and sewer service.
EQUIPMENT:
Tangible property of a more or less permanent nature, other than land or buildings and improvements thereon. Examples are machinery, tools, trucks, cars, furniture, and furnishings.
ERAF:
Education Relief Augmentation Fund. During the early 1990s, in response to significant state budget deficits, the state permanently shifted over $3 billion of local property taxes from cities, counties, and special districts to schools. About 2/3 of the shift comes from counties; the amount changes each year in proportion to growth in assessed valuation of taxable property. The purpose of this tax shift - commonly referred to as "ERAF," after the fund into which the property taxes are deposited (the Educational Revenue Augmentation Fund) - was to offset, on a dollar-for-dollar basis, required state spending for schools.
ESTIMATED ACTUAL:
Refers to the amount of expenditures estimated to be made, or the amount of revenue estimated to be received, by the end of the fiscal year. Estimated Actual projections of expenditures or revenues are usually made several months before the end of the fiscal year.
EXPENDITURE:
The cost of goods or services funded by budget appropriation. An expenditure of funds decreases net financial resources. Expenditures include current operating expenses that require the current or future use of net current assets, debt service, and capital outlays.
Recommended Budget FY 2010-2011
Page 505
EXTRA-HELP POSITION:
A non-regular, temporary position created to meet a peak workload or other unusual work situation; can include season or recurrent intermittent employment. Also referred to as a TEMPORARY POSITION.
FEE:
A fee is a charge imposed by the County on the beneficiary or recipient of a service it provides. Its purpose is to help recover some or all of the costs incurred by the County in providing a service. By law, a fee or charge for service may not exceed the cost of providing a service.
FINAL BUDGET:
Approved legal spending plan for a fiscal year. In San Benito County, the Board of Supervisors is responsible for approving a final budget by October 1 each year. The Final Budget is the budget document approved by the Board of Supervisors after required public hearings and deliberations on the Proposed Budget together with any subsequent additions, cancellations, or transfers. The Final Budget is a changing document reflecting the current status of the authorized or approved budget at any time between its adoption and the end of the fiscal year.
FINANCE DIRECTOR:
A management position accountable to both the County Administrative Officer and County Clerk/Auditor/Recorder for planning, organizing, and directing the accounting, financial reporting, and budgeting operations, staff, and systems of the County. The Finance Director supervises the staff of the Auditor’s Office.
FIRE FUND:
A restricted-use fund used to account for those property taxes and other revenues that are designated to fund structural fire protection services in the unincorporated areas of the County.
FISCAL YEAR:
Twelve-month period for which a budget is prepared. In San Benito County, the fiscal year is July 1 to June 30.
FISH AND GAME FUND:
Accounts for all the fish and game fines collected by the courts. Expenditures from this fund must be for game and wildlife propagation and education.
FIXED ASSET:
An asset of long-term character such as land, buildings, machinery, automotive equipment, furniture, and other equipment. In the private sector, these assets are typically referred to as property, plant, and equipment.
FRINGE BENEFITS:
Benefits to an employee paid for by the county. Examples include (1) group health, dental and life insurance plans; (2) contributions to employee PERS retirement and Social Security; (3) workers compensation payments; and (4) unemployment insurance payments.
FRANCHISE:
A special privilege granted by a government permitting the continued use of public property and usually involving the elements of monopoly and regulation. Examples include:
Recommended Budget FY 2010-2011
Page 506
telephone, gas and electric utilities; cable television; and refuse collection. FTE:
(Full-time Equivalent): This term is used in the budget to designate the equivalent of one full-time employee (2,080 hours per year). One FTE is equivalent to one full-time employee or any combination of part-time employees whose employment percentages total 100%.
FULL-TIME EMPLOYEE (FTE) OR POSITION: A full-time position is one in which an employee is budgeted to work 40 hours per week or 2,080 hours each year. FUNCTION:
A group of related activities aimed at accomplishing a major service for which a governmental unit is responsible. The State Controller specifies these designations. The County Budget is divided into nine functions: General, Public Protection, Public Ways and Facilities, Health & Sanitation, Public Assistance, Education, Recreation, Debt Service, and Reserves/Contingencies. Each function is a group of related activities aimed at accomplishing a major service for which a governmental unit is responsible. Example: "Public Protection" is a function made up of several activities including “Police Protection”, “Corrections and Detention” and “Judicial”.
FUND:
Independent fiscal and accounting entity; e.g., Public Works, Health and Capital Outlay Funds. Governmental entities, including counties, organize and operate their accounting and budgeting systems on a fund basis. The formal definition of a fund is a balanced set of accounts for a major County activity, which shows an equal amount of income and expenditures. Funds may contain one or more budget units. With the exception of the General Fund, which accounts for general purpose spending and is funded by discretionary revenues, each fund is restricted to use for specified purposes. Establishing funds enables the County to account for the use of restricted revenue sources and carry on specific activities or pursue specific objectives.
FUND BALANCE:
The excess of assets and estimated revenues of a fund over its liabilities and appropriations. Fund balance represents a surplus carried over from the previous fiscal year. Portions of the fund balance may be encumbered, reserved, or designated. The amount of fund balance available to finance the budget after deducting encumbrances and reserves is known as the “fund balance available”. This portion of fund balance is available, along with estimated revenues, to finance the succeeding year’s budget. In simple, non-accounting terms, ignoring such things as loans,
Recommended Budget FY 2010-2011
Page 507
designations, and reserves, fund balance is the amount of money available at the end of the fiscal year. It can be considered the beginning fund balance + actual revenues - actual expenditures. Fund balance of county governments can be divided into three categories: Reserved (Restricted) - The portion of fund balance that is legally segregated for a specific future use and is not available for expenditure. Reserve for Encumbrances and Reserve for Inventory are reserved portions of fund balance. Designated (Unreserved and Unrestricted) - A portion of the fund balance established to indicate tentative plans for the future use of current resources. For example, the Board of Supervisors may designate a portion of fund balance for future capital projects. Unreserved (Unrestricted) and Undesignated Fund balance is the portion of a Fund balance that is not reserved or designated and, therefore, available for financing expenditures. FUND TYPES:
Any one of seven categories into which all funds are classified in governmental accounting. The seven fund types are: General, Special Revenue, Debt Service, Capital Projects, Enterprise, Internal Service, and Trust and Agency.
GENERAL FUND:
The major Countywide Fund. The General Fund is the primary operating fund of the County. All revenues that are not allocated by law or contract to a specific fund are allocated to the General Fund. With the exception of subventions or grants that are restricted for specific uses, General Fund revenues are discretionary and can be used for any legitimate governmental purpose.
GENERAL LEDGER:
A record containing the accounts needed to reflect the financial position and the results of operations of a county. In double-entry bookkeeping, the debits and credits in the general ledger are equal (i.e., the debit balances equal the credit balances).
GENERAL OBLIGATION BOND:
A bond whose repayment is guaranteed by pledging all the assets and revenues of a governmental agency.
GENERAL PLAN:
A compendium of policies regarding long-term development, in the form of maps and accompanying text. The legal document required of each local agency by the State of California Government Code Section 65301 and adopted by the City Council or Board of Supervisors. In California, the General Plan has seven mandatory elements (Circulation, Conservation, Housing, Land Use, Noise, Open Space, Safety, and Seismic Safety) and may include any number of optional elements (e.g., Economic Development, Parks and Recreation, Public Services and Utilities, Tahoe Basin).
Recommended Budget FY 2010-2011
Page 508
GOVERNMENT AUDIT STANDARDS Standards established by the U.S. General Accounting Office (GAO) in its publication Government Auditing Standards ("Yellow Book") for the conduct and reporting of financial and compliance audits. GAS set forth general standards applicable to audits and separate standards of fieldwork and reporting for audits. The GAS standards of fieldwork and reporting for financial audits incorporate and build upon GAS. GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP): Uniform minimum standards and guidelines for financial accounting and reporting. They govern the form and content of the financial statements of an entity. GAAP encompasses the conventions; rules and procedures necessary to define accepted accounting practice at a particular time. They include not only broad guidelines of general application, but also detailed practices and procedures. GAAP provides a standard by which to measure financial presentations. GENERALLY ACCEPTED AUDITING STANDARDS: Standards established by the American Institute of Certified Public Accountants the conduct and reporting of financial audits. There are 10 basic GAAS, classed into three broad categories: general standards, standards of fieldwork, and standards of reporting. The Auditing Standards Board of the AICPA publishes Statements on Auditing Standards (SAS) to comment and expand upon these basic standards. These SAS, together with the 10 basic standards, constitute GAAS. These GAAS set forth the objectives of the audit and establish measures that can be applied to judge the quality of its performance. GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB): The authoritative accounting and financial reporting standardsetting body for state and local governmental agencies, including counties.
GRANT:
A contribution from one governmental unit to another usually made for a specific purpose, activity, or facility, and time period.
H&HSA:
Health & Human Services Agency.
IHSS:
In-Home Supportive Services.
IMPACT FEES:
Fees charged by the County to developers of undeveloped land to mitigate, in whole or in part, the fiscal impacts of new development on County service delivery systems and infrastructure. Development impact mitigation fees may be used, for example, to pay for the cost of County equipment, facilities and other public
Recommended Budget FY 2010-2011
Page 509
improvements needed to serve newly developed residential, commercial or industrial properties. Impact fees are levied on a one-time basis and can only be used for capital costs. California Government Code Section 66000, et seq, specifies that development impact fees shall not exceed the estimated reasonable cost of providing the service for which the fee is charged. IMPROVEMENTS:
Buildings, other structures, and other attachments or annexations to land which are intended to remain so attached or annexed, such as sidewalks, trees, drives, tunnels, drains, and sewers.
INTER-FUND TRANSFERS:
Monies transferred from one fund to another. Such money is transferred to finance the operations of another fund or to reimburse that fund for certain expenditures/expenses. For example, an operating subsidy provided by the General Fund to the Public Works Fund to make up the difference between the financing requirements of that fund and the amount of financing available. Also known as “operating transfers”. In the aggregate, transfers in and transfers out offset each other in the fiscal year.
INTRA-FUND TRANSFERS:
A transfer of costs or expenses between departments or programs within the same fund. Through this mechanism, a servicerendering program reduces its expenditures by an amount that is transferred or “cost applied” to the program or department benefiting from the services rendered. Also referred to as COST APPLIED.
LAFCO:
Local Agency Formation Commission.
LAPSE:
As applied to appropriations, the automatic termination of an appropriation. An appropriation is generally made for a certain period of time (i.e., fiscal year). At the end of this period, any unexpended or unencumbered balance lapses, unless otherwise provided by law.
LINE ITEM:
Used interchangeably with “Account”. (See ACCOUNT). Line items are the lowest and most detailed level of expenditure classification. Groups of similar expenditure line items or accounts are known as budget objects.
LINE ITEM BUDGET:
A budget that lists each expenditure category (salary, materials, telephone service, travel, etc.) separately along with the dollar amount budgeted for each specified category. A budget document that lists detailed expenditures and revenue categories. Volume 2 of the Proposed Budget and the Final Budget document both present the budget broken down by numerous individual line items or accounts.
MAINTENANCE OF EFFORT:
Refers to federal or state statutory or regulatory program requirements that the County must maintain to participate in a program and/or to receive funding for a program.
Recommended Budget FY 2010-2011
Page 510
MANDATE (Mandated Service):
A legal requirement, usually imposed by State or Federal law. This term is used to refer to County services that are provided to comply with State or Federal laws.
MATCHING FUNDS:
Funds the state or federal government requires the County provide in order to receive allocations for specific purposes. This might be a fixed dollar amount or a percentage of the total cost of a particular program.
MODIFIED ACCRUAL BASIS:
A budgetary accounting system used by all governmental fund types. Revenues are recognized when they become both measurable and available (i.e. the amount of transaction can be determined and collected within the current period or soon enough thereafter to be used to pay liabilities of the current period). Expenditures are recognized when the related fund liability is incurred.
NET COUNTY COST:
The net cost (or unreimbursed cost) of a budget unit to the County’s General Fund. Net County Cost equals the excess of expenditures over revenues generated by and assigned to a particular program, department or fund (e.g., state and federal grants or subventions, charges for services, etc.). The Net County Cost of a particular program or fund is subsidized by nondepartmental discretionary General Fund revenues (e.g., property and sales taxes) and, in addition, if a non-General Fund budget, any beginning fund balance available (the excess of revenues over expenditures for the previous year) and/or amounts cancelled from reserves.
NON-DEPARTMENTAL:
Designates revenues and expenditures that the County cannot specifically designate to any program or department. Property taxes are non-departmental revenues. Property insurance is a nondepartmental expense.
OBJECT:
A major category of appropriation. Example: "Salaries and Employee Benefits", "Services & Supplies", “Other Charges”, and “Fixed Assets”. Objects represent groupings of similar or related expenditure accounts or line items. For example, the “Services & Supplies” object includes all expenditure accounts relating to purchase of office supplies, maintenance of equipment and structures, rents, contracts for professional services, telephone service, membership dues, etc. The budget is controlled at the object level.
OPERATING BUDGET:
Refers to that portion of San Benito County’s annual budget that applies to non-capital projects and non-capital outlays; that is, the operating and maintenance costs for the fiscal year, including employee compensation, services and supplies, and other charges.
ORDINANCE:
A formal legislative enactment of the Board of Supervisors. It has the full force and effect of law within County boundaries unless pre-empted by state or federal law. An ordinance has a higher legal standing than that of a Resolution.
Recommended Budget FY 2010-2011
Page 511
OTHER CHARGES:
A payment to an agency, institution, or person outside the County Government. An expense not associated with the operating cost of a budget unit. Example: "Medi-Cal contributions" or “Aid to Families with Dependent Children” (AFDC) payments.
PART-TIME POSITION:
A part-time position is one in which an employee is budgeted to work less than 40 hours per week. Part-time employees must work at least 20 hours per week (0.5 FTE) on a regular basis to receive County-paid benefits such as a holidays, vacation, sick pay, retirement benefits, health insurance, etc., but do receive Social Security and Medicare benefits.
PROGRAM:
As subdivisions of departments, programs are budgetary or organizational units of government with limited sets of work responsibilities within their respective departments. Programs also serve to increase budgetary accountability. For example, “Jail” and “Sheriff’s Patrol” are programs within the Sheriff’s Department, and each has a separate budget.
PROGRAM BUDGET:
A budget that lists all of the services and activities that will be performed by a particular program or department. The emphasis is on descriptive narrative that justifies a requested funding level in terms of the end results as opposed to a budget that primarily presents line item detail of expenditures with little or no explanatory narrative. Volume 1 of San Benito County’s Proposed Budget is a Program Budget.
PROPOSED BUDGET:
The working document for the fiscal year under discussion. Approval of this document does not generally allow expenditures for new programs or fixed assets. The County Administrative Officer is responsible for preparing and submitting the Proposed Budget to the Board of Supervisors for consideration. Following budget hearings, at which time the Board may increase or decrease proposed revenues and expenditures, the Board adopts the Final Budget. The Proposed Budget consists of two documents. Volume 1 contains a budget message to the Board, together with a summary of the proposed expenditures and revenues, and program narrative. Volume 2 presents detailed schedules of revenue and expenditure accounts.
PROPOSITION 4:
The State-wide ballot initiative measure approved by the voters in November 1979, which established the Gann Appropriations Limit through amendment of the State Constitution (Article XIII-B of the State Constitution). See Appropriations Limit.
PROPOSITION 13:
A tax limitation initiative approved by the voters in 1978 which provided for (1) a 1% property tax limit (tax rates to repay existing voter-approved bonded indebtedness are excluded from the limit), (2) assessment restrictions establishing 1975 level values for all property, with an allowable increase of 2% annually and reappraisal to current value upon change in ownership and new construction, (3) a two-thirds vote of the electorate for local agencies to impose "special taxes".
Recommended Budget FY 2010-2011
Page 512
PUBLIC WORKS FUND:
Accounts for expenditures on road, street, and bridge construction and improvements.
REALIGNMENT FUNDS:
These funds come from vehicle license fee and sales tax revenue collected by the state and allocated to counties. The funds are "a backfill" of the loss of state General Fund support for health, social services and youth correction programs.
RESERVE:
An account that contains money set aside for a legally restricted future use. A reserve is not an appropriation, and there is no limitation on the amount of reserve that can be established.
RESERVED FUND BALANCE:
That portion of the fund balance that is not appropriable for expenditure or that is legally segregated for a specific future use.
RESOLUTION:
A special order of the Board of Supervisors that has lower legal standing than an Ordinance. The Final Budget is adopted by resolution.
RESOURCES:
The total amount available for appropriation. Includes estimated revenues, inter-fund transfers (e.g., General Fund contribution to Mental Health), beginning fund balances available (the excess of revenues over expenditures from the previous fiscal year), and cancellation of any prior year reserves (accumulated funds set aside for specific purposes) available to fund the total financing requirements (expenditures) for the fiscal year under consideration.
REVENUES:
Sources of income available to finance County services or programs during a fiscal year, including transfers between funds. Examples: taxes, state and federal aid, interest on investments, fines and forfeitures, fees for licenses and permits, charges for services, etc.
SALARIES AND BENEFITS:
Accounts that fund employee-related costs, principally salaries for full and part-time employees as well as overtime and temporary employee wages and the cost of employer-paid benefits, such as health insurance, Social Security, and retirement contributions.
SALES TAX:
A tax levied on the sale of goods and services to consumers. The sales tax rate in San Benito County is 7%, of which all but 1% goes to the State of California. The local sales tax rate is 1%. The County’s 1% sales tax rate applies only to transactions in the unincorporated areas of the County whereas the cities of Hollister and San Juan Bautista receive 1% of the sales tax collected within their respective jurisdictions. The State Board of Equalization collects all sales tax revenue.
SECURED TAXES:
Taxes levied on real properties in the County that must be "secured" by lien on the properties.
SERVICES AND SUPPLIES:
Accounts that establish expenditures for most of the operating expenses of county departments and programs. Includes a variety of purchased goods and services. For example, office supplies,
Recommended Budget FY 2010-2011
Page 513
travel, rent, professional and specialized services, telephone service, etc. SPECIAL DISTRICT:
A unit of local government generally organized to perform a single function or a restricted number of related functions. Examples: water treatment and distribution, fire, hospital, air pollution control, and cemetery districts. Special districts usually have the power to incur debt and levy taxes.
SPECIAL FUNDS:
Funds in the County budget apart from the General Fund that is segregated so that both revenues and expenditures are accounted for separately. These include the Public Works (Road) Fund, Capital Outlay Fund, Victim-Witness Fund, and Fish and Game Fund, among others.
SUBVENTION:
Monies that are provided to the County after being collected by an outside agency. Example: most of the county welfare programs are financed by state and federal income taxes. The County expends the money and is reimbursed by state and federal subventions.
SUPPLEMENTAL ASSESSMENT:
An assessment of real property occurring after the regular assessment roll is filed on June 30th of each year as a result of new construction or a change in ownership.
TAXES:
Compulsory charges levied by a government for the purpose of financing services performed for the common benefit of the community. There are two types of taxes allowed by the Government Code: general taxes are imposed for general governmental purposes, and special taxes are imposed for specific purposes. This term does not include specific charges made against particular persons or property for current or permanent benefits, such as special assessments to finance certain public improvements. Neither does the term include charges for services rendered only to those paying such charges, such as, for example, building permit fees.
TAX LEVY:
The amount of tax dollars billed to taxpayers based on the imposition of the property tax rate on the assessed valuation.
TAX RATE:
The amount of tax levied for each $1,000 of assessed valuation. The tax rate is multiplied by the assessed valuation to determine the total amount. Proposition 13 limits the total property tax rate of all local taxing agencies to 1% of assessed valuation except where the voters have approved a higher tax rate. San Benito County’s share of the 1% local property tax is about 13 cents of every dollar.
TEMPORARY EMPLOYEE:
An employee hired to perform work for a County department on either a part-time or full-time basis, but for less than 1,000 hours per fiscal year. Temporary employees are at-will and can be terminated at any time with or without cause and without right of appeal. They are not eligible for benefits other than Social Security. Also known as “Extra-Help Employee”.
Recommended Budget FY 2010-2011
Page 514
TRANSIENT-OCCUPANCY TAX:
A percentage tax that is assessed on the daily rental rate charged for hotel and motel rooms as well as space in campgrounds and recreational vehicle parks in the County’s unincorporated areas.
UNINCORPORATED AREA:
The areas of the County outside incorporated cities; i.e. Hollister and San Juan Bautista. The County is responsible for providing police, fire protection and road maintenance services to residents of unincorporated areas. (See County Service Areas).
UNDESIGNATED FUND BALANCE:
That portion of a fund balance that is available for spending or appropriation and has not been “earmarked” for specified purposes by the County Administrative Officer or the Board of Supervisors.
UNRESERVED FUND BALANCE:
That portion of a fund balance available for spending or appropriation in the future.
UNSECURED TAX:
A tax on properties such as office furniture, equipment, and boats, which are not located on the owner’s property.
WELFARE & INSTITUTIONS CODE, SECTION 17000:: This state statute defines county responsibilities for the care of the medically indigent and low income individuals who need financial assistance.
Recommended Budget FY 2010-2011
Page 515
