santa barbara budget book 10-11 complete

7/29/2019 Santa Barbara Budget Book 10-11 Complete

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SHERIFFLaw Enforcement Operations (cont'd)

Actual Adopted Est. Actual RecommendedFY 08-09 FY 09-10 FY 09-10 FY 10-11

Recurring Performance Measures

0% 100% 100% 100%0 1 1 11 1 1 1

Maintain or exceed a UCR "clearance byarrest" rate of 90% for crimes classified asHomicide. The FBI national average is 63%.

32% 30% 30% 30%17 17 17 1753 57 57 57

Maintain or exceed a UCR "clearance byarrest" rate of 50% for crimes classified asRobbery. The FBI national average is 26%.

12% 21% 21% 21%233 420 420 420

1,871 2,000 2,000 2,000

Maintain or exceed a UCR "clearance byarrest" rate of 21% for crimes classified asTheft. The FBI national average is 18%.

95% 90% 90% 90%382 180 180 180402 200 200 200

Complete 90% of approximately 200randomly sampled priority 1 fingerprint andevidence processing reques ts per ye ar within10 business days from the date the request isreceived by Forensics Bureau personnel.

88% 90% 90% 90%322 270 270 270366 300 300 300

Submit 90% or more of Latent FingerprintTracings to CAL\ID within 3 business days.



Law Enforcement Administration

234 4 374 0Conduct presentations to local community,business or civic organizations. Performancemeasure discontinued in FY 2010-11 due tobudget reductions.

100% 100% 100% 100%

2 2 2 22 2 2 2

Host or participate in a minimum of 2separate public events during the fiscal year,such as Sheriff's Day or Kid's Day in the Park.

119% 115% 115% 100%

171 165 165 144144 144 144 144

School Resource Deputies will conduct aminimum of four educational presentationseach per month during school year tostudents, staff, parents, or communitygroups. Public Safety Dispatch

41,780 40,000 40,000 40,000The total number of 911 calls received by theSheriff's Department Public Saf ety DispatchCenter.

15% 90% 90% 90%Answer 90% of calls coming in to Public


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105% 75% 75% 75%4,210 3,000 3,000 3,0004,010 4,000 4,000 4,000

Dispose of 75% or more of total adjudicatedproperty/evidence cases stored in theevidence rooms per year.

Special Operations

94% 89% 89% 89%48 178 178 17851 200 200 200

Maintain or exceed a filing rate of 89% forcases submitted by the Special O perationsDivision to the District Attorney's office.

6,077 36,000 36,000 36,000

40,475 40,000 40,000 40,000

Safety Communication Dispatch within 11

seconds.


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SHERIFF Administration & Support (cont'd)



6% 10% 10% 10%21 34 34 34

343 343 343 343

Maintain Public Safety Critical Personnelvacancy level at or below 10% of currentauthorized positions.

86% 90% 90% 90%

721 573 573 573843 637 637 637

As an efficient and responsive government,

the County will maintain a quality workforcethrough completing 100% of departmentalEmployee Performance Reviews (EPRs) bythe anniversary due date.

93% 103% 103% 100%39 40 40 4042 39 39 40

As an efficient and responsive government,the Department will reduce or maintain therate of General Liability claims filed from th eprevious year's actual claims filed.

97% 92% 92% 100%131 120 120 120135 131 131 120

As an efficient and responsive government,the Department will reduce or maintain therate of Workers' Compensation claims filedfrom the previous year's actual claims filed.

Pos. Pos . Pos. Pos.

Position Detail


Executive SupportSheriff-Coroner 1.0 1.0 1.0 1.0Undersheriff 1.0 1.0 1.0 1.0Lieutenant 1.0 1.0 1.0 1.0Sergeant 2.0 1.0 1.0 1.0Deputy 2.0 2.0 2.0 2.0Public Information Specialist 1.0 -- -- --Corrections Officer 1.0 -- -- --Custody Deputy S/Duty -- 1.0 1.0 1.0Executive Secreta ry -- 1.0 1.0 1.0Executive Secreta ry 1.0 -- -- --

Sub-Divis ion Total 10.0 8.0 8.0 8.0

Systems and TechnologyIT Manager 1.0 1.0 1.0 1.0EDP Office Auto Spec 3.0 3.0 3.0 4.0EDP Programmer 1.0 1.0 1.0 --Systems & Programming Analyst 1.0 1.0 1.0 1.0Computer Systems Specialist Supv 1.0 1.0 1.0 1.0Admin Office Pro -- 1.0 1.0 1.0Computer Systems Specialist 4.0 4.0 4.0 4.0Office Assistant 1 0 -- -- --


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Office Assistant 1.0 -- -- --



Position Detail


Administrative ServicesChief Deputy Sheriff 1.0 1.0 1.0 1.0Chief Financial Office r 1.0 1.0 1.0 1.0Commander 1.0 1.0 1.0 1.0Program Manager -- -- -- 1.0Lieutenant 3.0 2.0 2.0 2.0Sergeant 5.0 5.0 5.0 5.0Supervising Accountant 1.0 1.0 1.0 1.0Admin Office Pro -- 6.0 6.0 6.0Financial Office Pro -- 2.0 2.0 2.0Polygraph Examiner 2.0 2.0 2.0 2.0Deputy 9.0 7.0 7.0 5.0Corrections Sergeant 1.0 1.0 1.0 1.0

Accountant 1.0 1.0 1.0 1.0Architectural Technician 1.0 -- -- --Public Information Specialist -- 1.0 1.0 --Corrections Officer 4.0 -- -- --Custody Deputy S/Duty -- 3.0 3.0 1.0Public Information Assistant 2.0 2.0 2.0 2.0Administrative Secretary 1.0 -- -- --Accounting Technician 1.0 -- -- --Human Resources Technician 3.0 -- -- --Accounting Assis tant 1.0 -- -- --

SHERIFF Administration & Support (cont'd)

School Resource Deputies provide a valuable resource to area high schools and staff

Number of inmate Trips Provided


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Storekeeper 1.0 1.0 1.0 1.0Utili ty Worker 2.0 3.0 3.0 2.0Office Assistant 3.0 -- -- --Custodian 2.0 2.0 2.0 2.0


Division Total 68.0 62.0 62.0 57.0 50,000

52,500

55,000

57,500

60,000

04-05 05-06 06-07 07-08 08-09 09-10 10-11Fiscal Year

SHERIFFCourt Services


Use of Funds Summary

Operating Expenditures Court Security Services 5,713,958$ 6,225,085$ 5,810,698$ 6,362,647$Court Support Services 2,320,719 2,283,916 2,364,556 2,325,592

Expenditure Total 8,034,677 8,509,001 8,175,254 8,688,239

Other Financing Uses Opera ting Transfers -- -- 12,100 --

Division Total 8,034,677$ 8,509,001$ 8,187,354$ 8,688,239$

Character of Expenditures

Operating Expenditures Regular Sa laries 4,424,593 5,035,893 4,639,277 4,860,425

Overtime 272,532 143,500 218,500 143,500Extra Help 360,721 270,000 270,000 270,000Benefits 2,481,207 2,634,558 2,583,699 3,095,538

Salaries & Benefits Sub-Total 7,539,053 8,083,951 7,711,476 8,369,463

Services & Supplies 495,624 425,050 463,778 318,776Expenditure Total 8,034,677$ 8,509,001$ 8,175,254$ 8,688,239$

Actual Adopted Es t. Actual RecommendedFY 08-09 FY 09-10 FY 09-10 FY 10-11

Source of Funds Summary

Departmental Revenues Other Charges for Services 5,448,030$ 5,599,054$ 5,599,054$ 5,599,054$Misce llaneous Revenue 114,452 95,500 151,755 51,038

Revenue Total 5,562,482 5,694,554 5,750,809 5,650,092

General Fund Contribution 2,471,195 2,814,447 2,436,545 3,038,147

Other Financing Sources Sale of Property 1,000 -- -- --

Division Total 8,034,677$ 8,509,001$ 8,187,354$ 8,688,239$

Pos. FTE Pos . FTE Pos. FTE Pos. FTE

Position Summary

Actual Adopted Es t. Actual RecommendedFY 08-09 FY 09-10 FY 09-10 FY 10-11

Permanent Court Security Services 38.0 42.6 44.0 44.3 44.0 40.7 42.0 42.3Court Support Services 17.0 19.4 18.0 18.6 18.0 19.8 18.0 17.6

Total Permanent 55.0 62.0 62.0 62.9 62.0 60.5 60.0 59.9

Non-Permanent


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Non Permanent Extra Help -- 4.9 -- -- -- 4.7 -- --

Total Posi tions 55.0 66.8 62.0 62.9 62.0 65.2 60.0 59.9


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C O U N

T Y O

F SA N T A B A R

B A R A

C A L I F O R N I A


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T Y O

F SA N T A B A R

B A R A

C A L I F O R N I A


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A LCOHOL , DRUG & MENTAL HEALTH SERVICES

Ann Detrick, Ph.D.

Administration Quality Assurance andCompliance

Adult Mental Health

Programs

Children's Mental Health

Programs

Inpatient Services Mental Health Services Act

D rector

Alcohol and DrugProgram

SOURCE OF FUNDS

DepartmentalRevenues

84%

General FundContribution

3%

Other FinancingSources

13%

USE OF FUNDS

Children's

Mental Health

Alcohol & DrugPrograms

12%QA/Compliance

6% Capital

Improvements

FTEs

Budget & Positions (FTEs)

Positions

70,847,678$36,000 268.6

Operating Capital


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Mental HealthPrograms

18%

Improvements0.04%

Other FinancingUses9%

Mental HealthServices Act

26%

Administration8%

In-patientServices

10%

Adult MentalHealth Programs

11%

STAFFING TREND

282.8

304.8

289.9

304.8

332.6

291.5298.9

268.6

225

250

275

300

325

2003-04 2004-05 2005- 06 2006-07 2007-08 2008-09 2009- 10 2010-11

A d o p t e

d P o s

i t i o n s

( F T E s

)


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The above data represent a 15% increase in the numbers of indigent consumers com-ared to the total.

Pos. Pos. Pos. Pos.

Position Detail


Human ResourcesHuman Resources Manager 1.0 1.0 1.0 1.0Admin Office Pro -- 2.0 2.0 2.0Departmental Assistant 1.0 -- -- --Human Resources Technician 1.0 -- -- --

Sub-Division Total 3.0 3.0 3.0 3.0

Management Information SystemsIT Manager 1.0 1.0 1.0 1.0EDP Systems & Prog Analyst 3.0 3.0 3.0 3.0Computer Systems Specialist Supervisor 1.0 1.0 1.0 --Admin Office Pro -- 1.0 1.0 1.0Computer Systems Specialist 4.0 4.0 4.0 3.0Data Entry Operator 1.0 -- -- --


Fiscal/Accounting/ContractsChief Financial Officer 1.0 1.0 1.0 1.0Program Manager -- 1.0 1.0 1.0Fiscal Manager 1.0 1.0 1.0 1.0Accountant Supervising 1.0 1.0 1.0 1.0Cost Analyst 2.0 3.0 3.0 2.0

Department Business Specialist -- 1.0 1.0 1.0Financial Office Pro -- 2.0 2.0 4.0A 3 0 3 5 3 5 2 0

ALCOHOL, DRUG & MENTAL HEALTH SVCS Administration (cont'd)

ADMHS Mental Health Medi-Cal C lient Population - 2003 to 2010

70

80

90

100

Increasing Rate of Persons Who are Indigent

0

2,000

4,000

6,000

8,000

10,000

12,000

FY 2004-05 FY2005-06 FY 2006-07 FY 2007-08 FY 08/09 FY 2009-10 Est

Unduplicated Consumers Indigent Consumers

2,06025%

2,06025%

8,537 9,197

2,51128%

2,51128%

2,81129%

2,81129%

2,96033%

2,96033%

3,36738%

3,36738% 3,516

41%

3,516

41%

9,6949,030 8,943 8,577

FY 2008-09


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The above chart displays the actual and projected trends of Departmental revenue.Over the last six years, the percentage of clients with Medi-Cal benefits has de-clined by approximately 30%. The reduction has made it increasingly difficult toserve the growing uninsured populations while sustaining core mental health ser-vices.

Accountant 3.0 3.5 3.5 2.0Contracts Coordinator 1.0 -- -- --Department Analyst Program 1.0 -- -- --Accounting Technician, Senior 2.0 -- -- --Accounting Technician 1.0 -- -- --Accounting Assistant Sr 1.0 -- -- --Deputy Director 1.0 1.0 1.0 1.0


Prog Eval & Perform OutcomesDepartment Analyst Program 1.0 -- -- --

Sub-Division Total 1.0 -- -- --

Division Total 40.0 38.0 38.0 33.8

40

50

60

Jul 03 Jan 04 Jul 04 Jan 05 Jul 05 Jan 06 Jul 06 Jan 07 Jul 07 Jan 08 Jul 08 Jan 09 Jul 09 Jan 10

ALCOHOL, DRUG & MENTAL HEALTH SVCSQA-Compliance



Operating Expenditures QA/Compliance/Placement 1,829,290$ 1,987,772$ 4,760,340$ 5,060,120$

Operating Sub-Total 1,829,290 1,987,772 4,760,340 5,060,120Less: Intra-County Revenues -- (758,307) -- --Expenditure Total 1,829,290 1,229,465 4,760,340 5,060,120

Other Financing Uses Designated for Future Uses 31,280 -- -- --

Division Total 1,860,570$ 1,229,465$ 4,760,340$ 5,060,120$

Actual Adopted Est. Actual Recommended

FY 08-09 FY 09-10 FY 09-10 FY 10-11 Character of Expenditures

Operating Expenditures Regular Salaries 875,186 971,185 976,748 1,242,071Overtime 24,991 24,488 25,442 4,131Extra Help 52,813 -- 26,323 13,149Benefits 341,339 360,661 365,219 528,558

Salaries & Benefits Sub-Total 1,294,329 1,356,334 1,393,732 1,787,909

Services & Supplies 533,873 631,438 3,366,608 3,272,211

Public Assistance Payments 1,088 -- -- --Operating Sub-Total 1,829,290 1,987,772 4,760,340 5,060,120



Departmental Revenues Federal & State Revenues 55,899$ --$ 2,664,128$ 2,653,038$Other Charges for Services 294,924 1,445,574 2,091,202 2,404,482

Miscellaneous Revenue 717 481 5,010 2,600Revenue Sub-Total 351,540 1,446,055 4,760,340 5,060,120Less: Intra-County Revenues -- (758,307) -- --Revenue Total 351,540 687,748 4,760,340 5,060,120

Other Financing Sources Use of Prior Fund Balances 1,509,030 541,717 -- --

Division Total 1,860,570$ 1,229,465$ 4,760,340$ 5,060,120$

Pos. FTE Pos. FTE Pos. FTE Pos. FTE

Position Summary


Permanent QA/Compliance/Placement 12.4 13.0 13.4 12.4 13.4 12.2 14.0 13.5

Total Permanent 12.4 13.0 13.4 12.4 13.4 12.2 14.0 13.5

Non-Permanent

Contract -- 0.4 -- 0.5 -- 0.5 -- 0.5Extra Help -- 0.7 -- -- -- 0.3 -- 0.2


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Less: Intra-County Revenues -- (758,307) -- --Expenditure Total 1,829,290$ 1,229,465$ 4,760,340$ 5,060,120$

Total Positions 12.4 14.1 13.4 12.8 13.4 12.9 14.0 14.1


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ALCOHOL, DRUG & MENTAL HEALTH SVCS Adult Mental Health Programs (cont'd)

Pos. Pos. Pos. Pos.

Position Detail


Residential ServicesPsychiatrist 1.0 -- -- --Psychiatric Nurse 1.0 -- -- --

Psych. Technician 1.0 -- -- --Sub-Division Total 3.0 -- -- --

Division Total 85.9 75.2 75.2 60.8

Over half of the Department's clients receive services in the North and Central parts of the County. The Department continues to address capacity needs in these areas to de-liver high quality services.

Note: FY 2009-10 data not available a t time of publication.

Adult MH Clients Ethnicity FY 2008-095,265 Unduplicated Clients

Caucasian

55%

Hispanic Origin24%

Native American1%

Other/Unknown14%

Asian1%

Af rican American5%

Adult MH Clients Region of Ser vice FY 2008-095,265 Unduplicated Clients

Lompoc11%

Santa Barbara49%

Santa Maria35%

Out of County5%


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Department caseloads are reflecting greater ethnic diversity. The Department continuesto train staff in cultural sensitivity and hire bilingual staff and service providers so thatcultural barriers do not inhibit the delivery of effective services.

Note: FY 2009-10 data not available at time of publication.


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ALCOHOL, DRUG & MENTAL HEALTH SVCSChildren's Mental Health Programs (cont'd)



O/P Treatment (CBO Provided)

100% 40% 100%2 5 2 50 5 5 5

Provide high quality mental health services tostabilize children in their family homes andhold new out-of-home placements at a level13 or 14 residential care facility to less t han 5per year.

Pos. Pos. Pos. Pos.

Position Detail

FY 08-09 FY 09-10 FY 09-10 FY 10-11Actual Adopted Est. Actual Recommended

Clinic Services

Team Supervisor 2.0 3.0 3.0 3.0Psychiatrist 3.0 3.0 3.0 3.3Program Manager 1.0 -- -- 1.0Clinical Psychologist 3.0 3.0 3.0 2.0Admin Office Pro -- 11.5 11.5 6.0Psychiatric Nurse 2.0 2.0 2.0 2.0Practitioner 17.0 16.0 16.0 7.0Psych. Technician 1.0 1.0 1.0 1.0Case Worker 4.0 4.0 4.0 5.0Patient Representative 3.0 -- -- --Office Assistant 10.0 -- -- --


Pos. Pos. Pos. Pos.

Position Detail


Services to Other DepartmentsTeam Supervisor -- -- -- 1.0Psychiatrist -- 0.4 0.4 --Program Manager 1.0 1.0 1.0 --

Clinical Psychologist 2.0 2.0 2.0 2.0Admin Office Pro -- 1.0 1.0 0.6Psychiatric Nurse -- 1.0 1.0 1.0Practitioner 9.5 9.0 9.0 5.0Psych. Technician 1.0 -- -- --Case Worker 1.0 -- -- --Office Assistant 1.0 -- -- --


Division Total 61.5 57.9 57.9 39.9


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ALCOHOL, DRUG & MENTAL HEALTH SVCSChildren's Mental Health Programs (cont'd)

ADMHS is committed to addressing the Department's cultural competence by hiring bilingual, multicultural staff.

Note: FY 2009-10 data not available at time of publication.

ADMHS continues to partner with regional prevention, intervention, and treatmentservice providers to ensure that needed resources are equitably distributed across theCounty.


Child MH Clients Ethnicity FY 2008-092,996 Unduplicated Clients

Caucasian21%

Hispanic Origin63%

Native American1%

Other/Unknow n11%

African American

3%

Asian1%

Child MH Clients Region of Service FY 2008-092,966 Unduplicated Clients

Lompoc14%

Santa Maria46%

Out of County6%

Santa Barbara34%


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Recurring Performance M easures

487 40 41 40To ensure availability of i n-county beds, theCounty Psychiatric Health Facility will maintainthe average monthly bed-days occupied bynon-acute patients awaiting placement at or

below 40. Note: FY 2008-09 shows total bed-days.

78% 95% 56% 95%2,233 142 84 1422,878 150 150 150

To reduce the high cost of out of coun ty acutehospitalizations and return clients t o theircommunity, decrease the out of countypsychiatric bed days (non-Aurora Vista DelMar) by 5% from 150 to 142 per month. Note:FY 2008-09 shows total b ed days.

Pos. Pos. Pos. Pos.

Position Detail


Program Admin (Medical Director)Medical Director 1.0 1.0 1.0 1.0Division Manager 1.0 -- -- --


ALCOHOL, DRUG & MENTAL HEALTH SVCSInpatient Services (cont'd)

Pos. Pos. Pos. Pos.

Position Detail


Psychiatric Hospital Facility (PHF)Psychiatrist 1.5 1.5 1.5 1.5Staff Physician 0.5 0.5 0.5 0.5Division Manager 1.0 -- -- --Program Manager -- 2.0 2.0 1.0Psychiatric Nurse Supervising 1.0 -- -- 1.0Psychiatric Nurse Sr. 2.0 2.0 2.0 1.0Admin Office Pro -- 3.0 3.0 3.0Psychiatric Nurse 7.5 8.5 8.5 8.0Practitioner 2.0 4.0 4.0 3.0Psych. Technician 11.0 12.5 12.5 11.0Recreational Therapist 1.5 1.5 1.5 1.5Administra tive Secretary 1.0 -- -- --

Patient Representative 1.0 -- -- --Office Assistant 1.0 -- -- --Recovery Assistant 1.0 0.5 0.5 --


Adult Acute Care - Jail ServicesTeam Supervisor 1.0 -- -- --Psychiatrist 0.8 -- -- --Psychiatric Nurse 1.0 -- -- --Psych. Technician 1.0 -- -- --

Sub-Division Total 3.8 -- -- --

Division Total 37.8 37.0 37.0 32.5


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ALCOHOL, DRUG & MENTAL HEALTH SVCSInpatient Services (cont'd)

Cost of Acute Care Five-Year Historical AnalysisFY 2004 - 05 Actual through FY 2010 - 11 Recommended Budget

$6.4

$7.0

$7.8$7.4

$8.2

$8.5$8.4

$4.0

$5.0

$6.0

$7.0

$8.0

$9.0

$10.0

FY 2004 - 05 Actual

FY 2005 - 06 Actual

FY 2006 - 07 Actual

FY 2007 - 08 Actual

FY 2008 - 09 Actual

FY 2009 - 10 Estimated

Actual

FY 2010 - 2011Recommended

Budget

M i l l i o n s

The number of IMD hospital bed days has declined since FY 2007-08 due to increasedutilization review; however, there is a slight increase due to inpatient acute bed days.

Costly inpatient care continues to rise. Costs have increased by $1.8 million over 5 years.Projected decline in FY 2010-11 reflects efforts to control costs.

ADMHS Client Utilization of IMD (Institutions for Mental Disease) Bed Days

0

100

200

300

400

500

600

FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 Est. FY 2010-11

Rec.

N u m

b e r o

f B e d

D a y s p e r

M o n t

h

Psychiatric Inpatient Trends- Insurance Coverage for Quarter 2, FY 2007-08, FY 2008-09, FY 2009-10

20

40

60

80

100

120

140

U n

d u p

l i c a

t e d C l i e n

t s

Medi-MediMedi-CalIndigentOther Coverage


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The above data represent the insurance coverage for clients receiving inpatient psychiat-ric treatment for the same reporting period across three years. ADMHS has seen anincrease in indigent clients being hospitalized over the past three years.

0FY 2007-08 FY 2008-09 FY 2009-10

Fiscal Years


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ALCOHOL, DRUG & MENTAL HEALTH SVCSMental Health Services Act (cont'd)

Pos. Pos. Pos. Pos.

Position Detail


Adult ProgramsTeam Supervisor -- 1.0 1.0 2.0Psychiatrist 1.8 3.5 3.5 4.5Program Manager 3.0 3.0 3.0 1.0EDP Systems & Prog Analyst -- -- -- 2.0Computer Systems Specialist Supervisor -- -- -- 1.0Psychiatric Nurse Sr. 1.0 1.0 1.0 1.0Department Business Specialist -- -- -- 1.0Admin Office Pro -- 6.0 6.0 5.0Financial Office Pro -- 1.0 1.0 --Psychiatric Nurse 6.0 7.0 7.0 7.5Computer Systems Specialist -- -- -- 1.0Practitioner 5.5 7.0 7.0 12.0Rehab Specialist -- 2.0 2.0 2.0

Alcohol & Drug Service Specialist -- 2.0 2.0 5.0Psych. Technician 2.0 4.0 4.0 4.0Case Worker 2.0 5.0 5.0 8.5Office Assistant 2.0 -- -- --Recovery Assistant 5.0 7.0 7.0 10.0


Children/Transitional Age ProgramsPsychiatrist -- -- -- 0.4

Clinical Psychologist 1.0 1.0 1.0 --Practitioner 2.0 2.0 2.0 5.0Alcohol & Drug Service Specialist -- -- -- 2.0Case Worker -- -- -- 2.0Recovery Assistant 3 0 3 0 3 0 3 0

As core Mental Health funding decreases, MHSA funding has allowed the Department tofund some of the vital, ongoing programs within the mental health division. Note: $.06million in the Supported Housing FSP bar represents the share of mental health funding($60,000).

Adult Servi ces Budget FY 2009-10

$7.65

$6.33

$3.32

$1.75 $1.30$0.54

$1.59

$4.79

$2.34$1.26

$0.06$-

$1.0

$2.0

$3.0

$4.0

$5.0

$6.0

$7.0

$8.0

$9.0

InpatientServices

(PHF, IMD)

Clinic s CARES ACT FSP SupportedHousing

FSP

IntensiveResidential

CARESResidential

Recovery &Peer

Support

HomelessServices

MH Funded MHSA Funded

($'s in millions)

$4.91


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Recovery Assistant 3.0 3.0 3.0 3.0Sub-Division Total 6.0 6.0 6.0 12.4

Co-Occuring ProgramsClinical Psychologist 1.0 1.0 1.0 1.0

Practitioner 2.0 2.0 2.0 2.0Alcohol & Drug Service Specialist -- 3.0 3.0 --


Division Total 44.3 66.5 66.5 86.9


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ALCOHOL, DRUG & MENTAL HEALTH SVCS Alcohol & Drug Programs (cont'd)

Pos. Pos. Pos. Pos.

Position Detail

FY 08-09 FY 09-10 FY 09-10 FY 10-11Actual Adopted Est. Ac tua l Recommended

ADP - Treatment S ervicesTeam Supervisor 2.0 2.0 2.0 2.0Division Manager 1.0 -- -- --Cost Analyst -- -- -- 1.0Admin Office Pro -- 1.0 1.0 --Accountant -- 1.0 1.0 --Computer Systems Spec ialist -- 1.0 1.0 1.0Practitioner 5.0 4.0 4.0 2.0Rehab Specialist 1.0 1.0 1.0 --Alcohol & Drug Service Specialist 7.0 3.0 3.0 2.0Office Assistant 1.0 -- -- --Rehab Specialist -- -- -- 1.0


ADP - Prevention ServicesTeam Supervisor 1.0 1.0 1.0 1.0Alcohol & Drug Service Specialist 1.0 2.0 2.0 2.0


Division Total 25.0 24.0 24.0 19.0

The Department strives to provide culturally and linguistically appropriate servicesto meet the needs of the diverse ethnic groups in Santa Barbara County.


Ethnicity of ADP Clients FY 2008-094,549 Unduplicated Clients

Caucasian 44%

Hispanic Origin48%

Other/Unknow n3%

Af rica n A merican3%

As ian 1%

Amer ican Native1%

ADP Client Region of Service FY 2008-094,549 Unduplicated Clients

Santa Barbara24%

Lompoc24%

Santa Maria52%


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The need for services in North and Central County is increasing. Over half of cli-ents receive services in North and Central County. As such, the Departmentcontinues to increase its capacity to provide high quality services to clients.


The Alcohol and Drug program is experiencing a significant decrease in funding sources over the past four years and projected to be on the same trend into the next fiscal year.

ADP reserve balances have steadily decreased by $3.1 million in order to backfill thedecrease in State funding resources.

ALCOHOL, DRUG & MENTAL HEALTH SVCS Alcohol & Drug Programs (cont'd)

0

200000400000600000800000

100000012000001400000160000018000002000000

D o

l l a r s

2006/07 2007/08 2008/09 2009/10 Est. 2010/11

Fiscal Year

Decline in ADP Funding Sources

Prop 36 (SACPA) Prop 36 (OTP)

Prop 36 (f ines/fees) SAPT Primary Prevention Set-Aside

Safe & Drug Free Schools & Communities Safer Isla Vista State Incentive Grant (SIVSIG)

Reduction in ADP Reserve Balances

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

06/07 07/08 08/09 9/10 Est. 10/11 Rec.Fiscal Year


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CHILD SUPPORT SERVICES

Department DirectorCarrie Topliffe

AdministrationCollection and Case

Management

SOURCE OF FUNDS

FederalRevenues

69%State Revenues

31%

USE OF FUNDS

Collection &

STAFFING TREND

118.5 123.6 117.3 116.9 112 0 106 1100120140

n s

( F T E s

)

FTEs


Positions

9,469,668$-

82.1

Operating Capital


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Administration7%

CaseManagement

93%

112.0 106.1 102.490.6 89.2 82.1

020406080

2 0 0 1

- 0 2

2 0 0 2

- 0 3

2 0 0 3

- 0 4

2 0 0 4

- 0 5

2 0 0 5

- 0 6

2 0 0 6

- 0 7

2 0 0 7

- 0 8

2 0 0 8

- 0 9

2 0 0 9

- 1 0

2 0 1 0

- 1 1

A d o p t e

d P o s

i t i o

CHILD SUPPORT SERVICESDepartment Summary

Actual Ado ted Est. Actual RecommendedFY 08-09 FY 09-10 FY 09-10 FY 10-11


Operating Expenditures Administration 665,669$ 681,134$ 718,760$ 629,331$Collection & Case Management 8,453,481 8,756,521 8,717,793 8,840,337

Expenditure Total 9,119,150 9,437,655 9,436,553 9,469,668

Other Financing Use

Operating Transfers 12,220 12,220 12,220 12,221Designated for Future Uses 406,160 135,321 141,193 --

Department Total 9,537,530$ 9,585,196$ 9,589,966$ 9,481,889$

Character of Expenditures

Operating Expenditures

Regular Salaries 5,246,022$ 5,449,661$ 5,402,821$ 5,362,801$Overtime 36 70,000 67,600 --Extra Help 15,972 18,500 31,485 --Benefits 2,135,213 2,367,537 2,419,307 2,630,682

Salaries & Benef it s Sub-Total 7,397,243 7,905,698 7,921,213 7,993,483Services & Supplies 1,721,907 1,531,957 1,515,340 1,476,185

Expenditure Total 9,119,150$ 9,437,655$ 9,436,553$ 9,469,668$



Departmental Revenues Interest 23,913$ 30,000$ 13,500$ 14,000$Federal Revenues 6,020,799 6,211,485 6,743,464 6,503,756State Revenues 3,091,764 3,207,390 2,681,744 2,963,133

Miscellaneous Revenue 5,853 1,000 3,470 1,000Revenue Total 9,142,329 9,449,875 9,442,178 9,481,889

Other Financing Source Operating Transfers -- -- 3,615 --Use of Prior Fund Balances 395,201 135,321 144,173 --

Department Total 9,537,530$ 9,585,196$ 9,589,966$ 9,481,889$

Pos. FTE Pos. FTE Pos. FTE Pos. FTE

Posi tion Summary

Actual Adopted Est . Actual RecommendedFY 08-09 FY 09-10 FY 09-10 FY 10-11

Permanent Administration 5.0 4.9 4.8 4.8 4.8 5.3 4.0 4.0Collection & Case Management 99.8 87.8 90.3 84.5 90.3 83.2 89.3 78.1

Total Permanent 104.8 92.6 95.0 89.2 95.0 88.4 93.3 82.1

Non-Permanent Extra Help -- 0.1 -- -- -- 0.2 -- --

Total Positions 104.8 92.7 95.0 89.2 95.0 88.6 93.3 82.1


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Note: Presentation of the individual program amounts for fiscal years 2008-09 and 2009-10 have been adjusted to provide a consistent level of detail with the fiscal year 2010-11 budget, however,the totals for 2008-09 and 2009-10 have not been changed.

Note: FTE and position totals may not sum correctly due to rounding.


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CHILD SUPPORT SERVICESDepartment Summary (cont'd)

A ctua l Adopted Est. Ac tua l Re commende dF Y 08-09 F Y 09-10 F Y 09-10 F Y 10-11

Department-wide Effectiveness Measures

$26,553,437 $26,500,000 $26,500,000 $26,800,000In order to ensure efficient and responsivegovernment, enforce Court Orders such thatState Disbursement Unit (SDU) can receiveand distribute, on behalf of Santa BarbaraCounty, a total of $26,800,000; includes bothon-going and arrearage collections.

56.3% 58.0% 59.0% 60.6%In order to ensure efficient and responsivegovernment, obtain a 60.6% collection rate oftotal current support due, thus providing areliable source of income and helping familiesachieve a greater level of self-sufficiency.

85.7% 97.0% 105.0% 109.3%18,800 12,000 15,750 16,39521,936 12,370 15,000 15,000

In order to ensure efficient and responsivegovernment, ensure paternity establishmentfor 109.3% of 15,000 children in the totalcaseload. Note: Compares prior year open tocurrent year resolved.

77.0% 80.0% 80.0% 82.2%14,964 15,200 14,800 14,79619,422 19,000 18,500 18,000

In order to ensure efficient and responsivegovernment and to promote safety and well-being of families and children, establish anorder for support in 82.2% of the 18,000open cases in our caseload.

$4,595,262 $4,800,000 $4,200,000 $4,200,000In order to promote financial stability of theCounty, enforce Court Orders such that StateDisbursement Unit (SDU) can receive anddistribute to State and Federal Government$4 200 000 annually for reimbursement of

Percent of Cases with Support OrdersEstablished

Federal Fiscal Year (FFY)

79.2%

84.8%

77.4%

82.2%82.4%82.5%

70.0%

75.0%80.0%

85.0%

90.0%

2004 2005 2006 2007 2008 2009

Santa Barbara County Same-size Counties Statewide

Cost Effectiveness RatioFederal Fiscal Year

$2.83$2.87

$2.60$2.76

$2.84$2.94

$3.02

$2.20$2.40$2.60$2.80

$3.00$3.20

2003 2004 2005 2006 2007 2008 2009Ratio of ever y $1.00 expended com pared to dollars in distributed collections


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$4,200,000 annually for reimbursement ofpublic assistance expended.

$303,487 $285,000 $220,000 $220,000

In order to promote financial stability of the

County, enforce Court Orders such that StateDistribution Unit (SDU) can receive anddistribute $220,000 to Santa BarbaraDepartment of Social Services for thereimbursement of public assistanceexpenditures.

Ratio of ever y $1.00 expended com pared to dollars in distributed collections

CHILD SUPPORT SERVICESDepartment Summary (cont'd)

Pos. P os. Pos. Pos.

P osition D etail

Actual A dopte d Est. Actual R ecomme ndedF Y 08-09 F Y 09-10 F Y 09-10 F Y 10-11

Administration

Child Support Services Director 1.0 1.0 1.0 1.0Child Support Assistant Director 1.0 1.0 1.0 1.0Business Manager 1.0 1.0 1.0 1.0Executive Secretary 1.0 0.8 0.8 --Admin Office Pro 1.0 1.0 1.0 1.0


C ollection & Cas e ManagementC hild Support Attorne y, S upervis ing 1.0 1.0 1.0 1.0C hild Support Attorne y IV 1.0 -- -- --

C hild Support Attorne y I-III 2 .0 2.0 2.0 2.0C hild Support Mana ge r 4 .0 3.0 3.0 3.0C hild Support O fficer, S upervising 6.0 6.0 6.0 5.0C hild Support O fficer Sr. 6 .5 8.5 8.5 9.5C hild Support Investigative Specialist 3 .0 2.0 2.0 2.0C hild Support O fficer I/ II 47 .3 43.8 43.8 43.8A dmin O ffice Pro 12.0 9.0 9.0 10.0F ina ncial O ffice Pro 8.0 7.0 7.0 6.0Lega l Office P ro 7.0 6.0 6.0 5.0C ompute r Syste ms Spec II 2 .0 2.0 2.0 2.0

S ub-D ivision Tota l 99.8 90.3 90.3 89.3

D ivision Tota l 104.8 95.0 95.0 93.3

Caseload by Area ServedAs of March 2010

South County

5,943

CountyWide1,048

North County11,046

Department of Child Support Services

Total Caseload: 18,037

6%

33%

61%


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PUBLIC HEALTH

Takashi Wada, MD, MPHDepartment Director

Administration andSupport

Tobacco Settlement

Family Health and Primary Care

Community Health

SOURCE OF FUNDS

General FundContribution

8%


16%

Federal & StateRevenues

16%

Health CareMedical Services

37%

TobaccoSettlement

Funds5%

Other Revenues2%

StateRealignment

Allocation11%

Licenses, Fees,and Permits

5%

USE OF FUNDS

TobaccoSettlement

2%

CapitalImprovements

Community

Health23%STAFFING TREND

567.8 559.1 554.2 564.2 554.6 53 5. 0 534. 9 53 8. 1 528.0 503.3400

500

600

io n s

( F T E s

)

FTEs


Positions

85,572,758$425,200

503.3

Operating Capital


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Administrationand Support

8%

Improvements0%

Other FinancingUses

11%Family Health

and Primary Care56%

0

100

200

300

2 0 0 1

- 0 2

2 0 0 2

- 0 3

2 0 0 3

- 0 4

2 0 0 4

- 0 5

2 0 0 5

- 0 6

2 0 0 6

- 0 7

2 0 0 7

- 0 8

2 0 0 8

- 0 9

2 0 0 9

- 1 0

2 0 1 0

- 1 1

A d o p t e

d P o s

i t i o


304/715


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PUBLIC HEALTH Administration and Support (cont'd)



Human Resources

100%-- -- -- 65-- -- -- 65

Ensure that 100% of HR requisitions aresubmitted within 2 business days uponreceipt of approved new hire requests.

Fiscal Services

81% 95% 96% 95%219 190 250 190270 200 260 200

At least 95% of medical chart reviews willdocument accurate medical records codingand service documentation.

Facilities

85% 80% 81% 85%172 160 150 186202 200 185 220

Ensure that 85% of requests assigned toPublic Health Department Facilities will becompleted within the timeline goals.


Position Detail

FY 08-09 FY 09-10 FY 09-10 FY 10-11Actual Adopted Es t. Actual Recommended

AdministrationPublic Health Dir/Health Officer 1.0 1.0 1.0 1.0Asst Deputy Director 0.8 -- -- --Deputy Director 1.0 1.0 1.0 1.0

Chief Financial Office r 1.0 1.0 1.0 1.0Team Leader 1.0 1.0 1.0 1.0Dept Business Specialist 1.0 1.0 1.0 --Admin Office Pro 2.8 2.8 2.8 3.5



Position Detail


Information TechIT Manager 1.0 1.0 1.0 1.0EDP Sys & Prog Anlst 2.0 2.0 2.0 2.0EDP Sys & Prog Anlst Sr 1.0 1.0 1.0 1.0Computer Systems Specialist Supv 1.0 1.0 1.0 1.0

Systems & Programming Analyst 3.0 3.0 3.0 3.0Admin Office Pro 3.5 3.5 3.5 3.0Computer Systems Specialist 5.0 5.0 5.0 5.0


Human ResourcesHR Manager -- 1.0 1.0 1.0Program Manager 1.0 -- -- --Dept Business Specialist 1.0 1.0 1.0 1.0Admin Office Pro -- 2.0 2.0 2.0

Human Resources Tech 2.0 -- -- --Sub-Divis ion Total 4.0 4.0 4.0 4.0

Fiscal ServicesCost Ana lyst 3.0 3.0 3.0 3.0Dept Business Specialist -- 2.0 2.0 2.0Admin Office Pro 2.0 2.0 2.0 2.0Financial Office Pro 19.0 20.0 20.0 20.0Accountant 4.0 4.0 4.0 4.0Medical Coding Specialist Senior 1.0 -- -- --Medical Coding Specialist 1.0 -- -- --


FacilitiesAdmin Office Pro 1.0 1.0 1.0 1.0Building Maintenance Worker 1.0 1.0 1.0 1.0Storekeeper 1.0 1.0 1.0 1.0


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Utili ty Cle rk 2.0 2.0 2.0 2.0Sub-Divis ion Total 5.0 5.0 5.0 5.0

Division Total 64.0 64.3 64.3 63.5

PUBLIC HEALTH Administration and Support (cont'd)

Increasing health care costs and declining revenues are projected to lead to a structuraldeficit, although one-time revenues will be used to sustain services in FY 2010-11.

Revenues from the Maddy Emergency Medical Services Fund have increased to a projected $2M since inception, but after the January 1, 2009 sunset, subsequent legislation(Nava AB1900 and Padilla SB1236) to renew is projected to yield less than $1M annually.

Percentage of Population Living Below 0-99% Federal PovertyLevel

SOURCE: CHIS Survey 2007

3.9

7.39.1 9.3

11.4 12.2 12.6

17.0

22.1

15.714.5

25.8

15.9

5.0

10.0

15.0

20.0

25.0

30.0

P e r c e n

t o

f P o p u

l a t i o n

Maddy/Nava/Padilla Fund Revenue SummaryFiscal Year 2004-05 thru 2010-11 Recommend

SOURCE: Financial Information Network (FIN)

-200

400600

8001,000

1,2001,400

1,6001,800

2,0002,200

2,400

$ i n T h o u s a n

d s

Administration 32,622.00 166,700.00 171,503.00 202,809.00 185,188.00 108,482.00 99,429.00Ritchie's Fund - - - - 15,565.00 69,418.00 69,418.00EMS - - - - 17,428.00 87,898.00 80,675.00Hospitals 123,312.00 630,126.00 648,283.00 766,620.00 676,045.00 293,008.00 266,011.00Physicians 170,288.00 870,174.00 895,248.00 1,058,666.00 957,654.00 526,013.00 478,756.00

FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 08-09 FY 09-10 Est FY 10-11 Rec

$326,222

$1,667,000 $1,715,034

$994,289

$2,028,095$1,851,880

$1,084,819

PHD Revenue/Expenditure Trend1996-2013 projected

SOURCE: FIN (Financial Information Network)

-

10

20

30

40

50

60

70

80

90

100

9 6

- 9 7

9 7

- 9 8

9 8

- 9 9

9 9

- 0 0

0 0

- 0 1

0 1

- 0 2

0 2

- 0 3

0 3

- 0 4

0 4

- 0 5

0 5

- 0 6

0 6

- 0 7

0 7

- 0 8

0 8

- 0 9

0 9

- 1 0

e s t

1 0

- 1 1 b

u d

1 1

- 1 2

p r o

1 2

- 1 3

p r o

$ i n M i l l i o n s

Fiscal Year

RevenuesExpenditures

PHD Realignment, FQHC Medi-Cal,and General Fund Contribution Revenue TrendFiscal Year 2002-03 thru 2010-11 Recommended

SOURCE: Financial Information Network (FIN)

10

15

20

25

30

$ i n M i l l i o n s

FQHC Medi-Cal

RealignmentGeneral Fund


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The PHD has successfully increased Medi-Cal revenues to make up for falling State Re-alignment revenue and decreased General Fund Contribution to cover increasinghealthcare costs.

0.0

P l a c e

r

S o n o m

a

S a n B e

n i t o

S o l a n

o

S a n t a C

r u z

M a r i

n

S a n L

u i s O b i s p

o

S a n t a

B a r b a r a

S a n J o a

q u i n

S t a n i s

l a u s

M o n t e r e

y

T u l a r

e

C a l i f o r n i

a

County

Demand for services continues to grow. 14.5% of Santa Barbara County residents lives in poverty (less than $22,100 for a family of four).

-

5

02-03 03-04 04-05 05-06 06-07 07/08 08/09 09/10 10-11 recFiscal Year


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Position Detail


Clinical LabsHealth Se rvices Lab Supervisor 1.0 1.0 1.0 1.0Financial Office Pro 1.0 1.0 1.0 1.0Clinical Lab Technician 5.5 5.5 5.5 5.5Laboratory Assistant 6.5 7.0 7.0 7.0


RadiologyRadiologica l Te chnician Supv 1.0 1.0 1.0 1.0Radiologica l Te chnician 3.0 2.0 2.0 2.0


PharmacyPharmacist Supervisor 1.0 1.0 1.0 1.0Pharmacist in Charge 3.0 3.0 3.0 3.0Pharmacist 1.0 -- -- --Pharmacy Technici an 8.0 8.0 8.0 8.0


Inm ate HealthAdmin Office Pro 1.0 -- -- --

Sub-Divis ion Total 1 .0 -- -- --

Med ical RecordsAdmin Office Pro 17.0 17.5 17.5 17.5Medical Records Admin 1.0 1.0 1.0 1.0


PUBLIC HEALTHFamily Health and Primary Care (cont'd)


Position Detail


Lompoc Cl inicsStaff Physician Superv ising 1.0 -- -- --Staff Physician I 1.0 1.0 1.0 --Staff Physician II 4.0 4.5 4.5 5.6Regional Clinic Manager 1.0 1.0 1.0 1.0Health Ca re Practitioner 2.0 2.0 2.0 2.0

Staff Nurse Supervisor 2.0 2.0 2.0 2.0Admin Office Pro 12.0 12.0 12.0 11.0Financial Office Pro 5.0 5.0 5.0 7.0Staff Nurse 5.6 6.6 6.6 6.6Medical Assistant 13.0 13.0 13.0 13.0Health Se rvices Aide 1.0 1.0 1.0 1.0


Santa Ma ria ClinicsStaff Physician Superv ising -- 1.0 1.0 1.0Staff Physician II 4.0 3.0 3.0 3.0Regional Clinic Manager 1.0 1.0 1.0 1.0Health Ca re Practitioner 1.0 1.0 1.0 1.0Perform ance Improve Coordinator -- 1.0 1.0 1.0Staff Nurse Supervisor 1.0 1.0 1.0 1.0Admin Office Pro 9.0 9.0 9.0 9.0Financial Office Pro 4.0 4.0 4.0 4.0Staff Nurse 5.5 4.5 4.5 3.5Medical Assistant 9.3 9.3 9.3 9.3


Carpinteria/Franklin ClinicsStaff Physician Superv ising 1.0 -- -- --Staff Physician I 1.0 1.0 1.0 --Staff Physician II 1.5 2.5 2.5 3.5Regional Clinic Manager 1.0 1.0 1.0 1.0Health Ca re Practitioner 2.2 1.2 1.2 1.2Staff Nurse Supervisor 2.0 2.0 2.0 2.0Admin Office Pro 8.0 8.0 8.0 8.0Financial Office Pro 8 0 6 0 6 0 6 0


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Financial Office Pro 8.0 6.0 6.0 6.0Staff Nurse 3.0 3.0 3.0 3.0Licensed Vocational Nurse 1.0 1.0 1.0 1.0Medical Assistant 9.0 9.0 9.0 10.0




Position Detail


Calle Real ClinicsStaff Physician Superv ising 0.8 1.8 1.8 1.9Staff Physician II 1.5 1.5 1.5 2.3Regional Clinic Manager 1.0 1.0 1.0 1.0Health Care Practitioner -- 1.0 1.0 2.0Staff Nurse Supervisor 2.0 2.0 2.0 2.0

Admin Office Pro 6.0 5.0 5.0 4.0Financial Office Pro 6.0 7.0 7.0 7.0Staff Nurse 6.5 6.8 6.8 4.8Licensed Vocational Nurse 1.0 1.0 1.0 1.0Health Education Associate 0.5 0.5 0.5 0.5Medical As sistant 9.0 9.0 9.0 10.0Health Se rvices Aide 1.0 -- -- 1.0


Santa Maria W omen's Health CenterStaff Physician II -- -- -- 3.0Health Care Practitioner 1.0 1.8 1.8 1.8Perform ance Improve Coordinator 1.0 -- -- --Staff Nurse Supervisor 1.0 1.0 1.0 2.0Admin Office Pro 1.5 1.0 1.0 1.0Financial Office Pro 3.0 3.0 3.0 3.0Staff Nurse 2.5 2.5 2.5 3.5Health Education Associate 1.0 1.0 1.0 1.0Medical As sistant 9.0 10.0 10.0 10.0


Division Total 308.2 301.5 301.5 305.8

58% of patients served by the Public Health Department live in the North County.

Where Do Our Patients Live?FY 2008-09

SOURCE: Pathways Client Database

Carp & Summerland8%

Lompoc Valley27%

Other 2%

SB/Goleta32%

SM Valley29%

SY Valley2%

Public Health Department Clinic Cost per Patient Encounter FY 1996-97 - 2010-11 projected

Source: Financial Information Network (FIN)

$333

$323$309

$297

$234 $239

$247$264

$272

$290

$210 $201

$154

$200

$227

40

80

120

160

200

240

280

320

360

C o s

t p e r

E n c o u n

t e r

i n $


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Due to the rising costs of providing healthcare services, PHD clinic costs per patient en-counter have doubled over a 14-year period.

-

1 9 9 6 - 9 7

1 9 9 7 - 9 8

1 9 9 8 - 9 9

1 9 9 9 - 0 0

2 0 0 0 - 0 1

2 0 0 1 - 0 2

2 0 0 2 - 0 3

2 0 0 3 - 0 4

2 0 0 4 - 0 5

2 0 0 5 - 0 6

2 0 0 6 - 0 7

2 0 0 7 - 0 8

2 0 0 8 - 0 9

2 0 0 9 - 1 0 2 0 1

0 - 1 1 P r o j

Fiscal Year


Top 10 Causes of Death 2008Santa Barbara County

Percent of

Rank Cause for 2008 Frequency CountyDeaths

1 Heart Disease 735 25.2%2 Cancer 702 24.1%3 Stroke 202 6.9%4 COPD**/Emphysema 149 5.1%5 Alzheimer's Disease 146 5.0%6 Accidents 140 4.8%7 Mental & Behavioral Disorder 105 3.6%8 Disease of Digestive System 86 2.9%9 Diabetes 58 2.0%

10 Influenza & Pneumonia 55 1.9%Subtotal of Top Ten Ranks 2,378 81.5%Other Causes 539 18.5%

Total Deaths to County Residents 2,917 100.0%**Chronic Obstructive Pulmonary Disease

Realignment (Sales Tax) revenue is projected to decline by 36% from Fiscal Year 2008-09.

One-time Tobacco Settlement funding has been identified as a source to preserve servicelevels in the California Childrens Services program for FY 2010-11.

California Children's Services CaseloadFiscal Year 2002 - 2010 estimated

SOURCE: CCS Reporting Database

395 373 382 414 412 470 485 461

1,4301,3291,2851,2331,2431,2211,2041,185

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000

# o

f c a s e s

Medi-Cal Cases

Non-Medi-Cal Cases

76%75% 76% 75% 75%73%

25% 24% 25% 25% 27% 27%

76%

24%

73%

24%

California Children's Services Realignment FundingFY 2007-08 through 2010-11 Recommended

$1,030,000

$792,024

$655,677

$830,000$830,000 $830,000 $830,000

500,000

600,000

700,000

800,000

900,000

1,000,000

1,100,000

2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 est 2010-11 recFiscal Year

$ R e a

l i g n m e n

t F u n

d i n g


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Total caseload in the California Childrens Services (CCS) program has grown by approxi-mately 20% over a 7 year period. The County must share 50% in the treatment costs of thenon-Medi-Cal eligible children, of which half can be funded by CCS Realignment revenues.

02002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 est

Fiscal Year


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PUBLIC HEALTHCommunity Health (cont'd)



90% 85% 85% 85%958 765 935 935

1,062 900 1,100 1,100

Ensure that 85% of Maternal Child AdolescentHealth (MCAH) infants and children under age18 obtain health insurance within 2 months ofPublic Health Nurse referral.

95%-- -- -- 347-- -- -- 365

Ensure examiners are available to providemedical-legal sexual assualt exams aminimum of 95% of days each year.

Pos. Pos. Pos. Pos.

Position Detail


CH AdministrationAsst Deputy Director 1.0 1.0 1.0 1.0Deputy Director 1.0 1.0 1.0 1.0Nursi ng Director 1.0 -- -- --Admin Office Pro 1.0 1.0 1.0 1.0


Health PromotionProgram Manager 1.0 1.0 1.0 1.0Program Adm inistrator 1.0 1.0 1.0 1.0Public Health Nurse 1.0 1.0 1.0 1.0Health Educator 1.4 -- -- 1.5

Health Education Associate 0.5 0.5 0.5 0.5Sub-Divis ion Total 4.9 3.5 3.5 5.0

Nutrition ServicesProgram Manager 1.0 1.0 1.0 1.0Admin Office Pro 1.5 2.0 2.0 2.0Nutrition Services Supervisor 1.0 1.0 1.0 1.0Nutrition Site Supervis or 4.0 4.0 4.0 4.0PH Program Coordinator 1.0 0.9 0.9 0.9Health Educator 2 0 2 5 2 5 2 8


Position Detail


Disease Control and PreventionStaff Physician II -- 1.0 1.0 --Dep Heal th Officer/Medical Dir 1.0 -- -- --Program Manager 1.0 1.0 1.0 1.0Program Adm inistrator 1.0 1.0 1.0 1.0Lab Supervisor 1.0 1.0 1.0 1.0Public Health Nurse Supervisor 2.0 2.0 2.0 2.0Admin Office Pro 5.5 4.5 4.5 5.0Public Health Nurse 5.0 5.0 5.0 4.0Microbiologi st 4.0 4.0 4.0 4.0Health Education Associate 1.0 1.0 1.0 --Medical As sistant -- 1.0 1.0 1.0Laboratory Assistant, Sr 0.5 1.0 1.0 --Health Services Aide 3.0 2.0 2.0 3.0Laboratory Assistant 1.0 -- -- 1.0


Epidemiology UnitEpidemiologist 1.0 1.0 1.0 0.5Admin Office Pro 2.5 3.5 3.5 2.5Epidemiologist/Biostatistician 1.0 1.0 1.0 1.0


HIV/AIDSProgram Adm inistrator 1.0 1.0 1.0 --Dept Business Specialist -- -- -- 1.0Admin Office Pro 1.0 1.0 1.0 1.0

Health Educator 1.0 1.0 1.0 --Health Education Associate 1.0 1.0 1.0 1.0Health Se rvices Aide 1.0 1.0 1.0 1.0



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Health Educator 2.0 2.5 2.5 2.8Lactation Consultant 1.5 1.6 1.6 1.6Nutritionist 5.3 6.5 6.5 6.8Health Education Assistant 16.5 17.0 17.0 17.5



Position Detail


Animal ServicesAnimal Health & Reg Dir 1.0 1.0 1.0 1.0Dept Business Specialist 1.0 1.0 1.0 1.0Admin Office Pro 5.0 5.0 5.0 5.0Financial Office Pro 2.0 2.0 2.0 2.0Community Outreach Coordinator AH 1.0 1.0 1.0 1.0Animal Control Officer Supervi sing 3.0 3.0 3.0 3.0Registered Veterina ry Tech 1.0 1.0 1.0 1.0Animal Control Officer 10.0 9.0 9.0 9.0Animal Shelter Attendant 5.0 6.0 6.0 7.0


EMSProgram Manager 1.0 1.0 1.0 1.0Program Adm inistrator 1.0 1.0 1.0 1.0Perform ance Improve Coordinator 2.0 2.0 2.0 2.0Admin Office Pro 1.0 1.0 1.0 1.0Senior Services S upervisor -- 1.0 1.0 --


Human ServicesProgram Adm inistrator 1.0 1.0 1.0 1.0Dept Business Specialist 1.0 0.5 0.5 --Admin Office Pro -- -- -- 1.0


Environmental Health Servi ces

Program Manager 1.0 1.0 1.0 1.0Environmental Health Supervisor 3.0 3.0 3.0 3.0Systems & Programming Analyst 1.0 1.0 1.0 1.0Dept Business Specialist 1.0 1.0 1.0 1.0Admin Office Pro 5.0 4.0 4.0 4.0Financial Office Pro 1.0 1.0 1.0 1.0Environmental Health Specialis t 17.0 17.0 17.0 17.0Accountant 1.0 1.0 1.0 1.0Environmental Health Technician 1.0 1.0 1.0 1.0

Sub Divis ion Total 31 0 30 0 30 0 30 0

PUBLIC HEALTHCommunity Health (cont'd)


Position Detail


Tobacco ControlProgram Adm inistrator 1.0 1.0 1.0 1.0Admin Office Pro 0.8 0.8 0.8 0.8Health Educator 1.0 1.8 1.8 1.0Health Education Associate 1.0 1.0 1.0 1.0


Family ProgramsProgram Manager 1.0 1.0 1.0 1.0Program Adm inistrator 0.5 0.5 0.5 0.5Public Health Nurse Supervisor 3.0 3.0 3.0 3.0Admin Office Pro 1.0 1.0 1.0 1.0Public Health Nurse 10.0 7.5 7.5 7.5Medical Social Svcs Practitioner -- 0.5 0.5 0.5Public Health Caseworker -- -- -- 1.0Health Services Aide 7.5 8.0 8.0 5.0


Division Total 171.9 171.5 171.5 167.8

H1N1 Vaccinations by A ge Groupat Public Health Sponsored Clinics

N= 28,119

5,4327,223

5,097

10,367

0

5,000

10,000

15,000

20,000

6 m os - 18 yrs A d u lts

# o

f V a c c

i n a

t i o n s


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Together with community providers, more than 126,000 dosages of vaccine against pan-demic H1N1 flu were distributed. Of the 28,119 people vaccinated at free communityclinics sponsored by PHD, 10,529 (37%) were age 18 or younger and 17,590 (63%) wereover age 18.

North C ou nty South County


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SERVICE DESCRIPTION

The Tobacco Settlement Division administers the tobacco settlement revenues andthe programs funded.

PUBLIC HEALTHTobacco Settlement (cont'd)

More than two-thirds of tobacco settlement funding in FY 10-11 is recommended to fund theCounty Safety Net and the physicians and hospitals that serve as the virtual County Hospital.

Percent of Uninsured ChildrenCentral Coast Region

SOURCE: CHIS 2007, Residents aged 0-18

6.46.8

7.9

2.8 2. 8

4.6

5.6 5 .7

2

4

6

8

10

1214

16

18

P e r c e n

t o

f C h i l d r e n

Recommended Allocations by CategoryTobacco Settlement Funding FY 2010-11SOURCE: Tobacco Settlement Administrative Staff

Access to Care6%

Direct Medical Care70%

Admin2%

Tobacco Prev &Treatment

12%

Mental Health & Drug9%

Anti-Tobacco messages at local theatres try to dissuade teens from starting smoking.Teens are influenced by the smoking they see in movies.

Tobacco Control efforts work to limit smoking in public places and recreational areas


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Santa Barbara County has the second highest percentage of uninsured children among all Cen-tral Coast Counties.

0

San ta Cruz San Lu isObispo San Benito Ventura SantaBarbara Mo nte re y Cen tra lCoast California

County

Tobacco Control efforts work to limit smoking in public places and recreational areas.


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SOCIAL SERVICES

SOURCE OF FUNDSGeneral FundContribution

6%


9%

Federal & State

Revenues85%

USE OF FUNDS

Social Programs33%

Other FinancingUses

5%Administrationand Support

8%

Systems &Program

Development4%STAFFING TREND

640.2

610.1601.7

622.5

648 .5 648.5 642.4627.8

587.2575

600

625

650

675

o p t e

d P o s

i t i o n s

( F T E s

)

FTEs

Budget & Posi t ions (FTEs)

Posit ions

141,593,387$157,000

587.2

Operat ing Capital


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Client Servicesand Benefits

50%

574.5

587.2

550

2 0 0 1

- 0 2

2 0 0 2

- 0 3

2 0 0 3

- 0 4

2 0 0 4

- 0 5

2 0 0 5

- 0 6

2 0 0 6

- 0 7

2 0 0 7

- 0 8

2 0 0 8

- 0 9

2 0 0 9

- 1 0

2 0 1 0

- 1 1

A d o


332/715


333/715


334/715


335/715


336/715


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338/715

Proposed Strategic Actions: Recognizing impending budget challenges, restructure the Transitional Housing Placement

Program (THP+) services, allowing for more clients to be served within the same or reducedstate allocation. This program assists those emancipating from the foster care system to avoidhomelessness.

In collaboration with the Juvenile Court Judge, support the development of a Girls Court. In coordination with the Blue Ribbon Commission on Foster Care, conduct an examination

and analysis of Transitional Foster Youth programs and issues, involving all providers andformer foster youth.

Proposed Key Projects: In collaboration with the Workforce Investment Board and the Board of Supervisors, imple-

ment a Summer Work Initiative for Teens program utilizing WIA-Youth funds and EconomicStimulus funds to provide work experience in the public and private sectors, and cash sti-

pends to youth ages 14-24. Administer the Youth Corp programSanta Barbara County in collaboration with the Work-

force Investment Board, the Board of Supervisors, and the Mayors of the cities of SantaBarbara, Santa Maria, Lompoc, Goleta and Guadalupe. The Youth Corps will serve youth up

to age 24 in a year-round program, providing public support services to city and county projects.

Coordinate access by foster youth to a range of targeted benefits and services such as Summer Youth and Youth Corps jobs, Medi-Cal and Food Stamp benefits, transitional housing, andeducational opportunities.

SOCIAL SERVICESDepartment Summary (cont'd)



106 58 103 58Department-wide Effectiveness MeasureSanta Barbara County Adoption Agency willfinalize 58 adoptions providing those childrenwith a family for life.

-- -- -- 140,148

Department-wide Activity Indicator

Number of people seeking assistance fromDepartment of Social Services district officesduring the fiscal year. (new KPI eff. FY 2010-11)


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The growth in the Food Stamp Program is an example of thesignificant increase in caseloads.

Since FY 2006-07 the Department has experienced nearly40% growth in caseloads.


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santa barbara budget book 10-11 complete

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