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BENEFITS & SUPPORT SERVICES

Table of Contents
BOARD OF SUPERVISORS ......................................................................................................9
ORGANIZATIONAL CHART .................................................................................................10
TRANSMITTAL LETTER .......................................................................................................11
FY 2021-22 RECOMMENDED BUDGET AT A GLANCE ..................................................14

TOTAL COUNTY REVENUES BY SOURCE .............................................................................................. 14
TOTAL COUNTY APPROPRIATIONS BY USE .......................................................................................... 14
TOTAL COUNTY APPROPRIATIONS BY PROGRAM ................................................................................. 15
AUTHORIZED POSITIONS BY PROGRAM ................................................................................................ 17
AUTHORIZED POSITIONS BY PROGRAM AND BUDGET CONTROL ......................................................... 18
ORANGE COUNTY PROFILE ................................................................................................19

ORANGE COUNTY PROFILE ................................................................................................................... 19
FORM OF GOVERNMENT ....................................................................................................................... 19
COUNTY MISSION AND VISION STATEMENTS ...................................................................................... 19
ECONOMIC ENVIRONMENT ................................................................................................................... 20
LONG-RANGE FINANCIAL PLANS .....................................................................................21

LONG-TERM STRATEGIC PRIORITIES .................................................................................................... 21
STRATEGIC FINANCIAL PLAN ............................................................................................................... 21
CAPITAL IMPROVEMENT PLAN ............................................................................................................. 21
CAPITAL IMPROVEMENT PLAN - OPERATING IMPACTS ........................................................................ 29
BUDGET OVERVIEW ..............................................................................................................30

BASIS OF BUDGETING ........................................................................................................................... 30
BUDGET PROCESS ................................................................................................................................. 30
A CITIZEN'S GUIDE TO READING THE BUDGET DOCUMENT ................................................................ 31
STATE LEGISLATION AND BUDGET ...................................................................................................... 31
BUDGET DEVELOPMENT POLICIES ........................................................................................................ 32
FY 2021-22 RECOMMENDED BUDGET HIGHLIGHTS AND ASSUMPTIONS ............34

BUDGET HIGHLIGHTS ........................................................................................................................... 34
TOTAL FINANCING SOURCES ................................................................................................................ 35
COUNTY REVENUE SOURCES ................................................................................................................ 35
County of Orange 1
FY 2021-2022 Recommended Budget
Table of Contents
MAJOR EXPENSE ASSUMPTIONS ...........................................................................................................38

SPECIFIC PROGRAM HIGHLIGHTS ..........................................................................................................39
SUMMARY .................................................................................................................................42
FUND STRUCTURE ..................................................................................................................43
AWARDS AND RECOGNITIONS FY 2020-21 ......................................................................46

CALIFORNIA STATE ASSOCIATION OF COUNTIES (CSAC) 46
ADDITIONAL AWARDS 46
CHARTS.......................................................................................................................................47
SCHEDULES ...............................................................................................................................61
PROGRAM I: PUBLIC PROTECTION .................................................................................81

026 - DISTRICT ATTORNEY - PUBLIC ADMINISTRATOR ........................................................................83
029 - PUBLIC ADMINISTRATOR .......................................................................................................91
116 - NARCOTIC FORFEITURE AND SEIZURE ..................................................................................94
122 - MOTOR VEHICLE THEFT TASK FORCE ..................................................................................95
12G - REAL ESTATE PROSECUTION FUND ......................................................................................97
12H - PROPOSITION 64 - CONSUMER PROTECTION ......................................................................100
14H - DISTRICT ATTORNEY'S SUPP LAW ENFORCEMENT SERVICES ............................................101
041 - GRAND JURY ..............................................................................................................................102
045 - JUVENILE JUSTICE COMMISSION ................................................................................................103
048 - DETENTION RELEASE .................................................................................................................104
051 - OFFICE OF INDEPENDENT REVIEW .............................................................................................105
057 - PROBATION ................................................................................................................................108
14R - WARD WELFARE ................................................................................................................115
058 - PUBLIC DEFENDER .....................................................................................................................116
15N - DELTA SPECIAL REVENUE ..................................................................................................120
060 - SHERIFF-CORONER .....................................................................................................................121
032 - EMERGENCY MANAGEMENT DIVISION ...............................................................................129
047 - SHERIFF COURT OPERATIONS .............................................................................................131
109 - COUNTY AUTOMATED FINGERPRINT IDENTIFICATION ........................................................133
126 - REGIONAL NARCOTICS SUPPRESSION PROGRAM - OTHER ..................................................135
132 - SHERIFF NARCOTICS PROGRAM - DEPARTMENT OF JUSTICE ..............................................138
133 - SHERIFF NARCOTICS PROGRAM - OTHER ............................................................................141
134 - ORANGE COUNTY JAIL FUND ..............................................................................................143
2 County of Orange
Table of Contents
139 - SHERIFF NARCOTICS PROGRAM - CALMMET - TREASURY .............................................. 144

13B - TRAFFIC VIOLATOR FUND ................................................................................................. 147
13P - STATE CRIMINAL ALIEN ASSISTANCE PROGRAM (SCAAP) .............................................. 149
13R - SHERIFF-CORONER REPLACEMENT & MAINTENANCE FUND (SCRAM) ........................... 150
141 - SHERIFF'S SUBSTATIONS FEE PROGRAM ............................................................................. 152
142 - SHERIFF'S COURT OPS - SPECIAL COLLECTIONS ................................................................ 153
143 - JAIL COMMISSARY .............................................................................................................. 154
144 - INMATE WELFARE FUND .................................................................................................... 156
14D - CAL-ID OPERATIONAL COSTS .......................................................................................... 158
14E - CAL-ID SYSTEM COSTS .................................................................................................... 160
14G - SHERIFF'S SUPPLEMENTAL LAW ENFORCEMENT SERVICES .............................................. 162
14Q - SHERIFF-CORONER CONSTRUCTION AND FACILITY DEVELOPMENT ................................. 163
073 - ALTERNATE DEFENSE ............................................................................................................... 165
081 - TRIAL COURTS .......................................................................................................................... 166
12J - PROPOSITION 69 - DNA IDENTIFICATION FUND ........................................................................ 167
14J - EXCESS PUBLIC SAFETY SALES TAX ......................................................................................... 168
14U - COURT FACILITIES FUND ......................................................................................................... 169
PROGRAM II: COMMUNITY SERVICES .........................................................................171

012 - OC COMMUNITY RESOURCES ................................................................................................... 173
024 - OC ANIMAL CARE .............................................................................................................. 177
106 - COUNTY TIDELANDS - NEWPORT BAY ............................................................................... 180
108 - OC DANA POINT HARBOR .................................................................................................. 181
117 - OC HOUSING AUTHORITY - OPERATING RESERVES .......................................................... 182
119 - OC PUBLIC LIBRARIES - CAPITAL ...................................................................................... 183
120 - OC PUBLIC LIBRARIES ....................................................................................................... 185
121 - OC ANIMAL CARE DONATIONSD ....................................................................................... 188
123 - DISPUTE RESOLUTION PROGRAM ....................................................................................... 189
124 - DOMESTIC VIOLENCE PROGRAM ........................................................................................ 191
12A - MHSA HOUSING FUND ..................................................................................................... 192
146 - WORKFORCE INVESTMENT ACT ......................................................................................... 194
15F - ORANGE COUNTY HOUSING AUTHORITY (OCHA) ............................................................ 196
15G - OC HOUSING ..................................................................................................................... 198
15H - CALHOME PROGRAM REUSE FUND ................................................................................... 200
15K - LIMESTONE REGIONAL PARK MITIGATION ENDOWMENT ................................................. 201
15U - STRATEGIC PRIORITY AFFORDABLE HOUSING .................................................................. 202
County of Orange 3
Table of Contents
16D - OC ANIMAL SHELTER CONSTRUCTION FUND ....................................................................203

405 - OC PARKS CSA26 ..............................................................................................................204
406 - OC PARKS CAPITAL ............................................................................................................208
459 - N. TUSTIN LANDSCAPE & LIGHTING ASSESSMENT DISTRICT ............................................210
477 - COUNTY SERVICE AREA #22 - EAST YORBA LINDA ..........................................................211
027 - DEPARTMENT OF CHILD SUPPORT SERVICES ............................................................................212
12C - CHILD SUPPORT PROGRAM DEVELOPMENT .......................................................................217
042 - HEALTH CARE AGENCY .............................................................................................................218
030 - HEALTH CARE AGENCY - PUBLIC GUARDIAN ....................................................................227
138 - MEDI-CAL ADMINISTRATIVE ACTIVITIES/TARGETED CASE MANAGEMENT ......................230
13S - EMERGENCY MEDICAL SERVICES .......................................................................................231
13T - HCA PURPOSE RESTRICTED REVENUES .............................................................................232
13U - HCA INTEREST BEARING PURPOSE RESTRICTED REVENUE ..............................................233
13W - HCA REALIGNMENT ..........................................................................................................234
13Z - BIOTERRORISM CENTER FOR DISEASE CONTROL FUND .....................................................235
063 - SOCIAL SERVICES AGENCY .......................................................................................................236
102 - SANTA ANA REGIONAL CENTER LEASE CONVEYANCE ......................................................244
12S - SSA DONATIONS & FEES ....................................................................................................245
12W - SSA WRAPAROUND ...........................................................................................................246
14T - FACILITIES DEVELOPMENT AND MAINTENANCE FUND .....................................................247
590 - IN-HOME SUPPORTIVE SERVICES PUBLIC AUTHORITY .......................................................248
13N - OC TOBACCO SETTLEMENT FUND ............................................................................................249
13Y - MENTAL HEALTH SERVICES ACT .............................................................................................251
PUBLIC FINANCING PROGRAM (PGM II) - 9A0 ........................................................................252
PROGRAM III: INFRASTRUCTURE & ENVIRONMENTAL ........................................253

080 - OC PUBLIC WORKS ...................................................................................................................254
034 - OC WATERSHEDS ................................................................................................................262
040 - UTILITIES .............................................................................................................................267
071 - BUILDING & SAFETY GENERAL FUND ................................................................................270
113 - BUILDING AND SAFETY .......................................................................................................274
115 - OC ROAD ............................................................................................................................275
128 - SURVEY MONUMENT PRESERVATION .................................................................................280
137 - PARKING FACILITIES ...........................................................................................................281
140 - AIR QUALITY IMPROVEMENT ..............................................................................................283
148 - FOOTHILL CIRCULATION PHASING PLAN ............................................................................285
4 County of Orange
Table of Contents
151 - SOUTH COUNTY ROADWAY IMPROVEMENT PROGRAM (SCRIP) ....................................... 287

174 - OC ROAD - CAPITAL IMPROVEMENT PROJECTS ................................................................. 289
400 - OC FLOOD .......................................................................................................................... 292
401 - OC FLOOD - CAPITAL IMPROVEMENT PROJECTS ............................................................... 297
404 - OC FLOOD - CAPITAL ......................................................................................................... 300
468 - COUNTY SERVICE AREA #13 - LA MIRADA ....................................................................... 302
15T - EL TORO IMPROVEMENT FUND ................................................................................................ 303
274 - OCWR CORRECTIVE ACTION ESCROW .................................................................................... 305
280 - AIRPORT - OPERATING ENTERPRISE .......................................................................................... 306
281 - AIRPORT CONSTRUCTION FUND ......................................................................................... 311
283 - AIRPORT DEBT SERVICE FUND ........................................................................................... 312
284 - OCWR-FRB/BEE CANYON LANDFILL ESCROW ....................................................................... 313
286 - OCWR - BREA/OLINDA LANDFILL ESCROW ............................................................................ 314
287 - OCWR - PRIMA DESHECHA LANDFILL ESCROW ...................................................................... 315
299 - OC WASTE & RECYCLING ENTERPRISE .................................................................................... 316
273 - OCWR CAPITAL PROJECT FUND ........................................................................................ 322
275 - OCWR - ENVIRONMENTAL RESERVE ................................................................................. 323
279 - OCWR - LANDFILL POSTCLOSURE MAINTENANCE ........................................................... 324
295 - OCWR IMPORTATION REVENUE SHARING ........................................................................ 325
PROGRAM IV: GENERAL GOVERNMENT SERVICES ................................................327

002 - ASSESSOR .................................................................................................................................. 328
12P - ASSESSOR PROPERTY CHARACTERISTICS REVENUE .......................................................... 332
003 - AUDITOR-CONTROLLER ............................................................................................................ 333
014 - CAPS PROGRAM ................................................................................................................. 339
015 - PROPERTY TAX SYSTEM CENTRALIZED O&M SUPPORT ................................................... 342
006 - BOARD OF SUPERVISORS - 1ST DISTRICT .................................................................................. 345
007 - BOARD OF SUPERVISORS - 2ND DISTRICT ................................................................................. 349
008 - BOARD OF SUPERVISORS - 3RD DISTRICT ................................................................................. 352
009 - BOARD OF SUPERVISORS - 4TH DISTRICT ................................................................................. 355
010 - BOARD OF SUPERVISORS - 5TH DISTRICT ................................................................................. 358
011 - CLERK OF THE BOARD .............................................................................................................. 361
017 - COUNTY EXECUTIVE OFFICE .................................................................................................... 365
035 - CEO REAL ESTATE ............................................................................................................. 372
054 - HUMAN RESOURCE SERVICES ............................................................................................ 374
135 - REAL ESTATE DEVELOPMENT PROGRAM ........................................................................... 377
County of Orange 5
Table of Contents
025 - COUNTY COUNSEL .....................................................................................................................378

031 - REGISTRAR OF VOTERS ..............................................................................................................383
052 - OC CAMPAIGN FINANCE AND ETHICS COMMISSION .................................................................387
059 - CLERK-RECORDER .....................................................................................................................389
12D - CLERK-RECORDER SPECIAL REVENUE FUND .....................................................................392
12E - CLERK-RECORDER OPERATING RESERVE FUND ................................................................394
074 - TREASURER-TAX COLLECTOR ...................................................................................................395
107 - REMITTANCE PROCESSING EQUIPMENT REPLACEMENT .....................................................400
079 - INTERNAL AUDIT .......................................................................................................................401
PROGRAM V: CAPITAL IMPROVEMENTS .....................................................................405

036 - CAPITAL PROJECTS ....................................................................................................................406
15D - COUNTYWIDE CAPITAL PROJECTS NON-GENERAL FUND ..................................................408
038 - DATA SYSTEMS DEVELOPMENT PROJECTS ................................................................................416
104 - CRIMINAL JUSTICE FACILITIES - ACCUMULATIVE CAPITAL OUTLAY .......................................417
15I - COUNTYWIDE IT PROJECTS NON-GENERAL FUND ....................................................................419
15L - 800 MHZ CCCS ........................................................................................................................423
PUBLIC FINANCING PROGRAM (PGM V) - 9B0 ........................................................................425
PROGRAM VI: DEBT SERVICE ..........................................................................................427

019 - CAPITAL ACQUISITION FINANCING ............................................................................................428
022 - PREPAID PENSION OBLIGATION .................................................................................................429
15J - PENSION OBLIGATION BONDS DEBT SERVICE ...........................................................................430
15Y - TEETER SERIES A DEBT SERVICE FUND ...................................................................................431
PUBLIC FINANCING PROGRAM (PGM VI) - 9C0 .......................................................................432
PROGRAM VII: INSURANCE, RESERVES & MISCELLANEOUS ...............................433

100 - GENERAL FUND .........................................................................................................................434
004 - MISCELLANEOUS ........................................................................................................................435
037 - OCIT SHARED SERVICES ...........................................................................................................436
039 - IBM MAINFRAME ......................................................................................................................439
056 - EMPLOYEE BENEFITS .................................................................................................................440
270 - COMPRESSED NATURAL GAS ENTERPRISE FUND ......................................................................442
289 - OCIT COUNTYWIDE SERVICES ..................................................................................................444
290 - INSURED HEALTH PLANS ISF ....................................................................................................448
291 - UNEMPLOYMENT ISF .................................................................................................................449
6 County of Orange
Table of Contents
292 - SELF-INSURED PPO HEALTH PLANS ISF .................................................................................. 450

293 - WORKERS' COMPENSATION ISF ................................................................................................ 451
294 - PROPERTY & CASUALTY RISK ISF ........................................................................................... 454
296 - OC FLEET SERVICES ................................................................................................................. 456
297 - REPROGRAPHICS ISF ................................................................................................................. 459
298 - SELF-INSURED BENEFITS INTERNAL SERVICE FUND ................................................................ 461
29W - WELLNESS PROGRAM INTERNAL SERVICE FUND .................................................................... 462
29Z - LIFE INSURANCE ISF ................................................................................................................ 463
GLOSSARY ..............................................................................................................................471
County of Orange 7
8 County of Orange
INTRODUCTION BOARD OF SUPERVISORS
BOARD OF SUPERVISORS
Andrew Do - Chairman Doug Chaffee - Vice Chairman

Supervisor, First District Supervisor, Fourth District
Katrina Foley Donald Wagner Lisa Bartlett

Supervisor, Second District Supervisor, Third District Supervisor, Fifth District
County of Orange 9
C O U N T Y O F O R A N G E O R G A N I Z A T I O N A L
10
ORGANIZATIONAL CHART
CNoHv 0 5tAh,R2020
T ORGANIZATIONAL CHART
E LE CT OR A TE
BOARD OF SUPE RVI SORS
COUNTY EXECUTIVE OFFICER
GOVERNMENT & COMMUNITY RELATIONS
CEO / ADMINISTRATION
AGENDA REVIEW
LEGISLATIVE AFFAIRS
SPECIAL PROJECTS
PUBLIC INFORMATION OFFICE/CORPORATE COMMUNICATIONS
CHIEF HUMAN RESOURCES CHIEF FINANCIAL OFFICER CHIEF REAL ESTATE OFFICER DEPUTY COUNTY EXECUTIVE OFFICER
CHIEF INFORMATION OFFICER
OFFICER
BUDGET OFFICE
LAND DEVELOPMENT
ADMINISTRATIVE SERVICES COUNTY-WIDE TECH MGMT FISCAL SERVICES
INFRASTRUCTURE PERFORMANCE MANAGEMENT & POLICY
CENTRAL HUMAN IT POLICY & STANDARDS PROCUREMENT
RESOURCE SERVICES TRANSACTIONS/SPECIAL PROJECTS
IT STRATEGIC PLANNING PUBLIC FINANCE
EMPLOYEE BENEFITS LEASE ADMINISTRATION
RISK MANAGEMENT
EMPLOYEE & LABOR RELATIONS
HRS OPERATIONS
LEARNING & ORGANIZATIONAL
DEVELOPMENT
PROGRAM III PROGRAM IV

PROGRAM I PROGRAM IV PROGRAM I PROGRAM II
INFRASTRUCTURE & GENERAL GOVERNMENT
PUBLIC PROTECTION GENERAL GOVERNMENT SERVICES PUBLIC PROTECTION COMMUNITY SERVICES
ENVIRONMENTAL RESOURCES SERVICES
DISTRICT ATTORNEY ASSESSOR PROBATION DEPARTMENT CHILD SUPPORT SERVICES JOHN WAYNE AIRPORT REGISTRAR OF VOTERS
CLERK OF THE BOARD
PUBLIC ADMINISTRATOR
HEALTH CARE AGENCY

SHERIFF-CORONER AUDITOR-CONTROLLER COUNTY COUNSEL PUBLIC DEFENDER OC PUBLIC WORKS

PUBLIC GUARDIAN
OFFICE OF INDEPENDENT REVIEW CLERK-RECORDER INTERNAL AUDIT OC COMMUNITY RESOURCES OC WASTE & RECYCLING
County of Orange
TREASURER-TAX COLLECTOR OC ETHICS COMMISSION SOCIAL SERVICES AGENCY
INTRODUCTION
LEGEND
ELECTED OFFICIAL DEP ARTMENTS
DIRECT REPORT TO THE BOARD

OF SUP ERVISORS
INTRODUCTION TRANSMITTAL LETTER
TRANSMITTAL LETTER
County of Orange
TRANSMITTAL LETTER County Executive Office
May 19, 2021
To: Chairman Andrew Do, Supervisor, First District

Members, Board of Supervisors
From: Frank Kim, County Executive Officer
Subject Fiscal Year 2021-22 Recommended Budget
On behalf of the County of Orange Executive Office, I am pleased to present the Fiscal Year (FY) 2021-22 Recommended Bud-
get, a balanced budget that reflects a responsible allocation of resources and an ongoing commitment to fiscal sustainability.
While the response to the COVID-19 pandemic continues to be in the forefront, the County is moving forward on many other
strategic priorities benefiting the community it serves.
Coronavirus Disease 2019 (COVID-19)
County Public Health Progress
In March 2020, the World Health Organization declared the coronavirus disease 2019 (COVID-19) a pandemic. Significant
county time and resources have been dedicated to the COVID-19 response. Shortly after vaccinations received emergency use
authorization by the Federal Drug Administration, the County, in partnership with several mutual aid agencies, launched
Operation Independence. This partnership fostered the establishment of regional vaccination point-of-dispensing sites
(PODs) to administer vaccines efficiently and reach the County's most vulnerable populations.
The POD sites opened in phases and compliment the efforts of local hospital systems, pharmacies, and clinics to facilitate and
expedite community access to vaccinations. The ongoing collaboration, courage, and dedication demonstrated by public
health and safety professionals, as well as staff across all departments, exemplifies the County's ability to quickly mobilize to
meet community needs and ensure public health and safety.
Federal & State Government Funding
Various funding allocations from federal and state agencies are essential to the County's public health response to COVID-19.
The Federal Emergency Management Agency (FEMA) reimburses the County for certain COVID-19-related expenses, includ-
ing most vaccination-related costs. Unfortunately, the County has experienced delays in receiving FEMA reimbursement. The
unpredictable nature of this funding source presents a budgetary and fiscal risk, so it is closely monitored.
County of Orange 11
TRANSMITTAL LETTER INTRODUCTION
In FY 2020-21, the County efficiently leveraged the Coronavirus Aid, Relief, and Economic Security (CARES) Act funds, which
funded a myriad of services to the community including: free regional testing sites, medical and protective supplies and
equipment, meals and shelter for vulnerable populations, allocations to cities, hospitals and clinics, and grants to local small
businesses and non-profits. All COVID-19-related expenditures using CARES monies will be closed out by June 30, 2021.
Additional federal funding is now available through the American Rescue Plan Act (ARPA). Included in the bill is a $130.2 bil-
lion allocation for the Local Fiscal Recovery Fund to mitigate the effects stemming from COVID-19. Given the wide range of
mitigation efforts, the funding eligibility runs from March 3, 2021 through December 31, 2024.
Of the $130.2 billion local government allocation, the County of Orange is scheduled to receive $308 million in FY 2020-21 and
$308 million in FY 2021-22. Fortunately, ARPA also provides COVID-19 mitigation funding directly to cities. Overall, Orange
County cities are estimated to receive $715 million over the two-year period or $357.5 million each year in ARPA funding.
Additionally, the California Department of Public Health (CDPH) provided the County various allocations of Epidemiology
and Laboratory Capacity (ELC) funding. In August 2020, CDPH allocated $19.5 million in ELC Enhancing Detection funding
to support COVID-19 activities through November 17, 2022. In March 2021, CDPH allocated an additional $115.5 million in
ELC Expansion funding to support COVID-19 testing, contact tracing, vaccination, surveillance, and other local public health
response efforts from January 15, 2021 to July 31, 2023.
The County will prioritize funding for programs and projects that serve the community and facilitate the County's recovery to
pre-pandemic conditions.
Service Delivery Impacts
During the FY 2020-21 budget process, 548 vacant positions were deleted to mitigate some of the County's economic impacts
from COVID-19. Additionally, in July 2020, to further address the budget shortfall due to the pandemic-related revenue losses,
the Board of Supervisors approved the Voluntary Incentive Program, resulting in the retirement or resignation of 617 employ-
ees and the deletion of 212 vacant positions. The cumulative loss of these positions has affected County service delivery. We
will continue to evaluate service impacts resulting from the reduction of staff resources as part of future budget processes,
beginning with the FY 2021-22 Mid-Year Budget Report.
Continuing Projects
The following list describes several ongoing essential capital and information technology projects supporting the County's
Systems of Care that are included in the FY 2021-22 Budget.
● Affordable and Supportive Housing

Since June 2018, a total of 495 affordable and supportive housing units were completed/built. As of April 2021, 530
units are under construction or closing on their construction loan and 1,032 units are in progress of funding. A total of
1,933 units are in the current pipeline.
● Be Well OC Campuses
The first Be Well OC Campus opened in January 2021. The 60,000 square-foot facility focuses on mental health and
wellness in Orange County. In September 2020, the Board approved development and construction of a second wellness
campus on a 22-acre portion of the County's property located near the former Marine Corps Air Station (MCAS) El
Toro in South Orange County. The approved agreements with Mind OC will result in the entitlement, construction,
operation, management, and maintenance of the second campus.
12 County of Orange
INTRODUCTION TRANSMITTAL LETTER
● Data Sharing Platform for Care Coordination

The County operationalized its System of Care data integration platform in December 2020 and initiated a pilot project
in January 2021 to provide care coordination in accordance with AB 210. The pilot aims to test the data integration plat-
form alongside the multi-disciplinary team (MDT) process to determine the most effective way to enhance care coordi-
nation for the highest service utilizers experiencing homelessness in the County. The System of Care databases include
Behavioral Health, Health Care, Housing, Benefits and Supportive Services and Community Corrections. Services
include housing placement, emergency shelter placement, behavioral health treatment, eligibility verification for social
services benefits and provision of health care services.
● Integrated Services Strategy

The County continues to prioritize justice reform through prevention and intervention by integrating services across
the Public Protection and Community Services departments. Efforts are focused on adult and juvenile populations and
include broadening public awareness of behavioral health issues, increasing the use of diversion treatment options in
lieu of incarceration, and reentry services that begin upon entry into the criminal justice system and continue post
release that include treatment, vocational training, and housing assistance. The FY 2021-22 budget includes additional
staffing for in-custody health care to provide enhanced behavioral health treatment and care plans and a coordinated
reentry center that will support all adults involved in the criminal justice system to obtain self-sufficiency.
● Master Plan for Aging

In January 2021, the Governor released his Master Plan for Aging (MPA), which includes five distinct goals for counties
to achieve as California prepares for a projected increase in the number of California residents age 60 years and older.
An intergovernmental team consisting of OC Community Resources, Social Services Agency, Health Care Agency, and
CEO are engaging in a joint effort to improve the quality of service delivery to this population, beginning with an
aggressive engagement strategy focused on hearing from the County's aging population regarding services most
important to them and the best form of access for them. This will be a unique effort to design a countywide plan
informed by county residents.
The combined efforts of the Board of Supervisors and County employees toward careful and responsible fiscal management
will position the County to overcome new challenges as they arise, while continuing to fulfill the County's mission to make
Orange County, “a safe, healthy, and fulfilling place to live, work, and play.”
County of Orange 13
BUDGET AT A GLANCE INTRODUCTION
FY 2021-22 RECOMMENDED BUDGET AT A GLANCE
Total County Revenues by Source

FY 2021-22 Total = $7.7 Billion
Charges For
Services
Fund Balance 11.7%
Unassigned (FBU) Taxes
2.4% 15.5%
Miscellaneous
Revenues
6.6%
Other Financing
Sources
12.0%
Revenue From Use

Intergovernmental Of Money & Property
Revenues 2.2%
39.1%
Reserve Cancellations
9.5%
Fines & Forfeitures/Licenses &
Permits
1.0%
County Revenue Source

(in Million Dollars)
FY 2019-20 FY 2020-21 FY 2021-22 Change from FY 2020-21 Budget
Code Source Actual Modified Budget Recommended Budget Amount Percent
A Intergovernmental Revenues $ 2,387.4 $ 3,165.1 $ 3,021.1 $ (144.0) (4.5%)
B Fund Balance Unassigned (FBU) 258.0 251.2 187.3 (63.9) (25.4%)
C Charges For Services 877.3 903.5 904.1 0.6 0.1%
D Taxes 1,119.7 1,137.9 1,199.3 61.4 5.4%
E Miscellaneous Revenues 422.9 495.8 508.4 12.6 2.5%
F Other Financing Sources 840.4 992.2 925.5 (66.7) (6.7%)
G Revenue From Use Of Money & Property 213.8 221.9 166.1 (55.8) (25.1%)
H Reserve Cancellations 301.9 702.5 735.6 33.1 4.7%
I Fines & Forfeitures/License & Permits 78.9 81.9 74.1 (7.8) (9.5%)
Total $ 6,500.3 $ 7,952.0 $ 7,721.5 $ (230.5) (2.9%)
Total County Appropriations by Use
14 County of Orange
INTRODUCTION BUDGET AT A GLANCE
Total County Appropriations by Use

Services & Supplies

24.5%
Other Charges
16.4%
Capital Assets
1.8%
Land
1.2%
Structures &
Salaries & Improvements
Benefits 6.4%
31.1%
Intangible Assets-
Increases to Reserves Other
Amortizable
0.5% Special Financing
0.2%
Items Uses
Contingencies
6.2% 10.6%
1.1%
County Appropriations
Code Use Actual Modified Budget Recommended Budget Amount Percent
A Salaries & Benefits $ 2,297.5 $ 2,473.4 $ 2,464.3 $ (9.1) (0.4%)
B Services & Supplies 1,593.5 2,427.9 1,938.8 (489.1) (20.1%)
C Other Charges 1,197.1 1,252.0 1,294.4 42.4 3.4%
D Capital Assets 110.0 143.8 141.3 (2.5) (1.7%)
E Land 10.1 45.6 93.2 47.6 104.4%
F Structures & Improvements 93.9 497.6 506.4 8.8 1.8%
G Intangible Assets-Amortizable 4.3 10.7 14.4 3.7 34.6%
H Other Financing Uses 757.7 926.9 840.9 (86.0) (9.3%)
I Special Items 0.0 310.7 490.8 180.1 58.0%
J Contingencies 0.0 9.4 88.5 79.1 841.5%
K Increases to Reserves 329.2 42.9 41.2 (1.7) (4.0%)
L Intrafund Transfers* (173.0) (188.9) (192.7) (3.8) 2.0%
Totals $ 6,220.3 $ 7,952.0 $ 7,721.5 $ (230.5) (2.9%)
NOTE: Intrafund transfers represent expenses recovered from one fund budget to another fund budget within the County General Fund and are not included in the pie
chart for total County Appropriations by Use.
Total County Appropriations by Program
County of Orange 15
BUDGET AT A GLANCE INTRODUCTION
Infrastructure & Environmental

Community Services
Resources
39.8%
18.3%
General
Government
Services
2.9%
Public Protection
22.1% Capital
Insurance, Reserves Debt Service
& Miscellaneous Improvements
2.5% 2.9%
11.5%
County Program Appropriations

Program Program Name Actual Modified Budget Recommended Budget Amount Percent
I Public Protection $ 1,377.6 $ 1,682.7 $ 1,706.6 $ 23.9 1.4%
II Community Services 2,711.2 3,542.4 3,070.7 (471.7) (13.3%)
III Infrastructure & Environmental Resources 884.1 1,444.0 1,412.6 (31.4) (2.2%)
IV General Government Services 212.6 224.0 226.2 2.2 1.0%
V Capital Improvements 287.3 243.6 223.9 (19.7) (8.1%)
VI Debt Service 148.1 179.1 193.4 14.3 8.0%
VII Insurance, Reserves & Miscellaneous 599.4 636.2 888.1 251.9 39.6%
Totals $ 6,220.3 $ 7,952.0 $ 7,721.5 $ (230.5) (2.9%)
16 County of Orange
INTRODUCTION BUDGET AT A GLANCE
Authorized Positions by Program

FY 2021-22 Total = 17,489
Community Services
49.1%
Public Protection
34.0% Infrastructure &
Environmental
Resources
7.1%
General Government
Insurance, Reserves & Services
Miscellaneous 7.7%
2.1%
Authorized Program Positions

Program Program Namea Actual Modified Budget Recommended Budget Amount Percent
I Public Protection 6,392 6,359 5,959 (400) (6.3%)
II Community Services 8,542 8,585 8,584 (1) 0.0%
III Infrastructure & Environmental Resources 1,247 1,244 1,242 (2) (0.2%)
IV General Government Services 1,376 1,345 1,345 0 0.0%
VII Insurance, Reserves & Miscellaneous 372 359 359 0 0.0%
Totals 17,929 17,892 17,489 (403) (2.3%)
a.
NOTE: Programs V and VI do not have any authorized positions.
County of Orange 17
Authorized Positions by Program and Budget Control
18
BUDGET AT A GLANCE
FY 2021-22 Total = 17,489
Community Services
8,584
49.1%
Public Protection
5,959 Infrastructure &
34.0% Environmental
Resources
1,242
7.1%
General Government
Miscellaneous 1,345
359 7.7%
2.1%
Program I Program II Program III Program IV Program VII

Public Protection Community Services Infrastructure & Environmental General Government Services Insurance, Reserves & Miscellaneous
County Automated Fingerprint 14 Child Support Services 395 Airport - Operating 169 Assessor 263 Employee Benefits 19
Identification HCA Public Guardian 36 Building & Safety General Fund 43 Auditor-Controller 404 OC Fleet Services 74
District Attorney - Public 826
Health Care Agency 2,857 OC Flood 256 Board of Supervisors - 1st District 10 OCIT Countywide Services 75
Administrator
OC Animal Care 124 OC Public Works 270 Board of Supervisors - 2nd District 10 OCIT Shared Services 140
Inmate Welfare Fund 28
OC Community Resources 107 OC Road 156 Board of Supervisors - 3rd District 10 Property & Casualty Risk ISF 12
Jail Commissary 37
OC Housing 13 OC Waste & Recycling Enterprise 284 Board of Supervisors - 4th District 10 Reprographics ISF 18
Office of Independent Review 2
OC Parks CSA26 334 OC Watersheds 42 Board of Supervisors - 5th District 10 Workers' Compensation ISF 21
Probation 1,115
OC Public Libraries 377 Parking Facilities 3 CEO Real Estate 30 Total 359
Public Administrator 19
Orange County Housing Authority 114 Utilities 19 Clerk of the Board 26
Public Defender 362
(OCHA) Total 1,242 Clerk-Recorder 111
Sheriff-Coroner 3,556
Social Services Agency 4,227 County Counsel 98
Total 5,959 Total 8,584

County Executive Office 77
Human Resource Services 152
Internal Audit 13
OC Campaign Finance and Ethics 2
County of Orange
Commission
INTRODUCTION
Registrar of Voters 49
Treasurer-Tax Collector 70
NOTE: Programs V and VI do not have any authorized positions. Total 1,345
INTRODUCTION ORANGE COUNTY PROFILE
ORANGE COUNTY PROFILE

Orange County Profile
Homeless Population
Founded August 1, 1889 Sheltered Unsheltered Total
Size 799 square miles 2019 2,899 3,961 6,860
Coastline 42 miles 2017 2,208 2,584 4,792
Highest Elevation 5,689 feet (Santiago Peak) 2015 2,251 2,201 4,452
Incorporated Cities 34 Source: Point-in-Time Count
Real Gross Domestic Product The U.S. Department of Housing and Urban Development
2019 233,323,465 (HUD) requires that all Continuum of Care jurisdictions
2018 228,324,637 conduct a biennial unsheltered count and an annual shel-
2017 224,424,781
tered count of all individuals experiencing homelessness on
2016 215,713,224
a single point in time during the last ten days of January.
2015 211,088,369
Source: U.S. Bureau of Economic Analysis
Form of Government
Orange County’s Gross Domestic Product ranks third in the The County functions under a Charter adopted in 2002,
State, behind Los Angeles (first) and Santa Clara (second) including subsequent amendments. A five-member Board of
counties. Supervisors governs the County. Each elected member
serves a four-year term, with a maximum of two terms, and
Population the Board annually elects a Chair and Vice Chair. The super-
2020 3,190,832 visors represent districts that are each approximately equal
2019 3,195,197 in population.
2018 3,195,455
2017 3,188,779
County Mission and Vision Statements
2016 3,169,925 The County is committed to providing Orange County resi-
Source: State of California, Department of Finance, E-2. California County Popu- dents with the highest quality programs and services. Sup-
lation Estimates and Components of Change by Year — July 1, 2010–2020,
December 2020
porting the County's mission is a set of vision statements for
business and cultural values:
Orange County is the third most populous county in Califor-
nia and the sixth most populous in the United States.
Mission
Making Orange County a safe, healthy, and fulfilling place to live, work, and play, today and for generations to come,
by providing outstanding, cost-effective regional public services.
Vision Statement for Business Values Vision Statement for Cultural Values
We strive to be a high quality model governmental agency that We commit to creating a positive, service-oriented culture which:
delivers services to the community in ways that demonstrate:
Excellence Attracts and retains the best and the brightest
Provide responsive and timely services Fosters a spirit of collaboration and partnership internally and
Leadership externally
Leverage available resources as we partner with regional businesses Supports creativity, innovation, and responsiveness
and other governmental agencies
Demonstrates a “can-do” attitude in accomplishing timely results
Stewardship
Seek cost-effective and efficient methods Creates a fun, fulfilling and rewarding working environment
Innovation Models the following core values in everything we do:
Use leading-edge, innovative technology Respect - Integrity - Caring - Trust - Excellence
County of Orange 19
ECONOMIC INDICATORS INTRODUCTION
Economic Environment growth to be 0.1% in 2021 and 0% in 2022 due to expiring

stimulus packages. Despite the recession, low-interest rates
In March 2020, the World Health Organization declared the and the ongoing demand for limited housing inventory sug-
coronavirus disease 2019 (COVID-19) a pandemic. The gest a relatively quick recovery in the home construction sec-
global economy contracted abruptly since then with recent tor.
economic forecasts universally agreeing that widespread
inoculations of COVID-19 vaccines will significantly facili- While the pandemic affected Orange County more than the
tate economic growth. Key factors influencing the local State due to the County’s greater reliance on tourism, Chap-
economy include the unemployment rate, job growth, infla- man University (December 2020) anticipates that the
tion, incomes, housing market and taxable sales. County’s recovery will trend similarly to that of the State
through year-end 2021. Payroll employment is projected to
Ensuing the severest economic slump in the past 60 years, increase by 2.6% in 2021. While job growth in tourism will
the March 2021 UCLA Anderson Forecast projects that near- rebound post-pandemic, it will be hampered by higher
record growth will occur in 2021. The April 2021 UCLA value-added jobs requiring higher compensation. Further-
Anderson Forecast anticipates a revised growth of 7.1% in more, Chapman University forecasts an increase of 4.4% in
real gross domestic product (GDP) in 2021; the March 2021 2021 for the price of existing single-family homes. Due to
forecast projects 4.6% in 2022. On a fourth-quarter-to- low mortgage rates and their associated betterment on hous-
fourth-quarter basis, the unemployment rate is forecasted to ing affordability, Chapman University indicates that the
decline from 5.2% in 2021 to 4.1% in 2022 due to a rebound- housing affordability index is projected to increase from 77.7
ing labor force. Moreover, inflation is estimated at 1.9% in in 2020 to 78.7 in 2021. In addition, residential construction
2021, increasing marginally over 2% in 2022. In light of fore- activity will drive the Orange County economy. Finally, tax-
casts of unemployment continuing to exceed pre-pandemic able sales tend to increase when personal income grows.
levels and inflation remaining below 2%, it is anticipated Chapman University forecasts increases of 5.8% in total per-
that the Federal Funds rate will hover at the current 0% to sonal income and 12.5% for taxable sales in 2021.
0.25% target.
It is important to note that the economic forecasts were
While California’s recovery began later than that of other based on assumptions of mass COVID-19 vaccinations. The
states, UCLA Anderson forecasts that California will economic outlook may change depending on Federal and
rebound quicker than the nation. The forecast for 2021 and State responses to public health challenges associated with
2022 is for the average unemployment rate to be 6.8% and coronavirus variants, infections, and vaccination efforts.
5.1%, respectively; total employment growth rates to be
5.6% and 3.1%, respectively; non-farm payroll job growth to
be 4.1% and 3.1%, respectively; and real personal income
20 County of Orange
INTRODUCTION LONG-RANGE FINANCIAL PLANS
LONG-RANGE FINANCIAL PLANS

Long-Term Strategic Priorities growth and adjusting for any one-time items, Departments
identified cumulative reductions of $586 million required
STABILIZE BUDGET over the five years to meet the proposed Net County Cost
limits, including a $203 million reduction for FY 2021-22.
The County shall adopt a balanced budget, which is defined Actual proposed reductions in the FY 2021-22 Budget to
as a budget where planned expenses do not exceed the meet NCC limits total $109.6 million, of which $92.7 million
amount of revenue or funding available, in accordance with is recommended for restoration. The plan emphasizes that
State law. The budget will realistically reflect the funds avail- the County must ensure its resources and programs are
able to County departments and programs and how those aligned with countywide strategic priorities and values.
funds will be spent.
Capital Improvement Plan
PREPARE FOR CONTINGENCIES
GENERAL FUND
The County shall prepare a budget with sufficient reserves to
cover unanticipated and severe economic downturns, major The Capital Improvement Plan (CIP) aids the County in its
emergencies, or catastrophes that cannot be covered with assessment of the best use of County General Funds and pro-
existing appropriations. vides goals for developing capital assets while maintaining
long-term financial stability. The assessment is an ongoing
FUND AGENCY INFRASTRUCTURE process influenced by many changing factors such as service
needs, available resources resulting from changes in the
The County shall prepare a budget that provides the proper economy, Board priorities, legal mandates, age and condi-
funding for agency infrastructure to ensure that high quality tion of existing buildings, and health and safety consider-
services are delivered to the community. The budget will ations.
assess the best use of County General Funds and County
special funds (e.g. OC Road, OC Flood, OC Parks) in devel- DEPARTMENT FUNDED AND NON-GENERAL FUNDS
oping capital assets while maintaining long-term financial
stability. The CIP includes capital improvement needs for the
County’s balanced funds, which generally do not require
Strategic Financial Plan general funds. Funding for these projects comes from local,
State, and Federal sources. Ongoing costs for these projects
The Strategic Financial Plan (SFP) is presented to the Board are included in the departments’ operating budgets. In addi-
of Supervisors (Board) in December or the following Janu- tion, OC Public Works (OCPW) submits a Capital Improve-
ary of each year and provides the framework for testing bud- ment Program to the Board each year.
get assumptions and aligning available resources with
operating requirements, implementing new programs and Public/Private Partnership projects funded by private devel-
facilities, and serving as the foundation for the annual bud- opers are not included in the Capital Improvement Plan.
get. This framework enables the Board to make annual fund-
ing decisions within the context of a comprehensive, long- OPERATING IMPACTS
term perspective.
The development and implementation of capital projects in
On January 26, 2021, the Board received the County's 2020 Orange County are sometimes accompanied by ongoing
Strategic Financial Plan. The Strategic Financial Plan tested operating costs. While many of the projects included in the
an assumption of zero General Fund Unassigned Fund Bal- CIP are rehabilitation projects that do not increase the
ance and modest General Purpose Revenue growth. The SFP agency's infrastructure inventory and, therefore, have no
included assumptions of 0% growth in departmental Net appreciable impact on ongoing maintenance and operations
County Cost (NCC) limits for all five years (FY 2021-22 costs, some projects can have an impact. Operating funds
through FY 2025-26). After factoring in the NCC limit are budgeted when the project is completed and the
improvement becomes a usable asset.
County of Orange 21
LONG-RANGE FINANCIAL PLANS INTRODUCTION
2020 Strategic Financial Plan Summary - Forecasted Sources and Uses

FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
Forecasted Sources & Uses ($ Millions) Projected Forecast Forecast Forecast Forecast Forecast
SOURCES
Fund Balance Unassigned (FBU) 0.0 0.0 0.0 0.0 0.0 0.0
General Purpose Revenues (GPR) [1]

Property Taxes (4.0%, 3.5%, 3.5%, 3.5%, 3.5%) 843.2 874.9 903.7 933.5 964.3 996.3
Sales & Other Taxes (4.1%, 7.2%, 6.4%, 4.0%, 3.5%) 10.7 11.2 12.0 12.6 13.0 13.3
Motor Vehicle License Fees 1.4 1.4 1.4 1.4 1.4 1.4
Property Tax Administration 20.8 23.2 23.6 23.8 24.1 24.2
Franchises and Rents 2.7 2.7 2.7 2.7 2.7 2.7
Interest (0.8%, 0.8%, 0.8%, 0.8%, 0.8%) 6.8 6.8 6.9 7.0 7.0 7.1
Miscellaneous 2.0 1.9 1.9 1.9 1.9 1.9
Subtotal - GPR before Transfers In 887.6 922.1 952.2 982.9 1,014.4 1,046.9
Transfers In 11.4 6.0 6.0 6.0 6.0 6.0
Use of OCERS [2] 0.0 21.1 10.0 10.0 10.0 10.0
Total GPR (excluding FBU/Use of Reserves) 899.0 949.2 968.2 998.9 1,030.4 1,062.9
Planned Use of Reserves

Catastrophic Event Contingencies (9741) 0.0 0.0 0.0 0.0 0.0 0.0
Reserve for Maintenance & Construction (9743) 0.7 0.0 0.0 0.0 0.0 0.0
Reserve for Capital Projects (9744) 5.8 0.0 0.0 0.0 0.0 0.0
Reserve for Budget Stabilization (9745) 0.0 0.0 0.0 0.0 0.0 0.0
Total Planned Use of Reserves [3] 6.5 0.0 0.0 0.0 0.0 0.0
GRAND TOTAL - SOURCES 905.5 949.2 968.2 998.9 1,030.4 1,062.9
Planned Increases to Reserves

Assigned Reserve (9740) 0.0 0.0 0.0 0.0 0.0 0.0
Reserve for Capital Projects (9744) [4] 0.0 0.0 0.0 0.0 0.0 0.0
Reserve for Budget Stabilization (9745) [5] 2.8 18.3 13.9 10.8 12.9 11.1
Total Planned Increases to Reserves 2.8 18.3 13.9 10.8 12.9 11.1
USES
NCC Limits [0%, 0%, 0%, 0%, 0%] 890.1 879.3 873.6 877.1 873.6 877.1
Restore Level of Service Requests 189.6 236.6 241.7 248.8 231.2
Total of NCC Limits, Reserve Increases & Restore Requests 1,087.2 1,124.1 1,129.6 1,135.3 1,119.4
Variance Including Restore Requests (137.9) (155.9) (130.7) (104.9) (56.5)

Cumulative Variance (137.9) (293.8) (424.5) (529.4) (585.9)
Expand Level of Service Requests 33.4 39.4 45.7 5.9 5.8
Strategic Priority Requests 28.4 84.5 116.3 99.7 106.1
Total Restore, Expand & Strategic Priority Requests 251.4 360.5 403.7 354.4 343.1
Note: [1] Beginning in FY 2022-23, up to $3 million in additional revenue may be available due to various real estate initiatives. [2] FY 2020-21 includes use of $10 million in OCERS reserves,
budgeted in Miscellaneous Fund, Budget Control 004 rather than with the General Purpose Revenue. [3] Due to the uncertainty related to COVID-19, any anticipated FY 2021-22 draws from
reserves are currently unknown and will be determined through the budget development process. [4] Annual repayment from participating cities for the Animal Care Center is projected at
$2.5 million per year, through FY 2025-26, and will be used to replenish the General Fund Capital projects reserve. [5] The ability to make increases to the Budget Stabilization reserves is
currently unknown due to the uncertainty related to COVID-19, but if circumstances allow it, the County will continue to strategically increase the Budget Stabilization reserves to maintain
the GFOA recommended target.
22 County of Orange
2020 SFP Capital Improvement Plan - General Fund

FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 Total
Description Forecast Forecast Forecast Forecast Forecast Forecast
CAPITAL PROJECTS - APPROPRIATIONS
Countywide Capital Projects - OC Public Works (OCPW)
County Operations Center 1,335,000 2,414,000 2,500,000 0 0 6,249,000
Fruit Street Complex 110,000 0 0 205,000 0 315,000
Hutton Towers (Gates & Osborne Buildings) 3,764,000 1,400,000 905,000 0 3,474,000 9,543,000
1770 Broadway 367,000 3,283,000 0 0 0 3,650,000
Manchester Office Building 1,359,000 1,650,000 1,585,000 1,942,000 0 6,536,000
909 N. Main 550,000 0 0 1,405,000 2,335,000 4,290,000
Other OCPW Projects for various facilities 3,590,000 2,324,000 800,000 750,000 750,000 8,214,000
Countywide Capital Projects Subtotal 11,075,000 11,071,000 5,790,000 4,302,000 6,559,000 38,797,000
Health Care Agency (HCA) Capital Projects
HCA General 2,006,000 0 200,000 614,000 602,000 3,422,000
HCA 401 Tustin 300,000 0 250,000 0 0 550,000
HCA Clinic 12,322,047 0 0 0 0 12,322,047
HCA Lab 530,000 0 0 68,400 314,000 912,400
Health Care Agency Capital Projects Subtotal 15,158,047 0 450,000 682,400 916,000 17,206,447
Transfers to:
Sheriff Deferred Maintenance (Fund 14Q) 3,406,637 3,234,200 2,092,400 2,362,386 2,409,281 13,504,904
Probation Capital Projects (Fund 104) 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 15,000,000
Transfer to Fund 279 - OCWR (Loan Repayment) 0 0 0 5,000,000 0 5,000,000
Transfers Subtotal 6,406,637 6,234,200 5,092,400 10,362,386 5,409,281 33,504,904
Capital Projects
Youth Guidance Center 6,876,344 591,390 0 0 0 7,467,734
Other Deferred Maintenance Projects & Contingencies 925,000 929,000 6,210,000 7,698,000 5,441,000 21,203,000
Civic Center Master Plan (CCMP) - Phase II (CAN) 3,226,953 13,170,250 12,920,250 12,920,250 12,920,250 55,157,953
Civic Center Master Plan (CCMP) - Phase III 0 13,000,000 0 0 0 13,000,000
800 MHz Capital Projects 0 0 0 0 980,000 980,000
Central Utilitiy Facility (CUF) Projects (BC 040) 3,452,391 1,523,888 766,053 486,813 1,791,437 8,020,582
Capital Projects Subtotal 14,480,688 29,214,528 19,896,303 21,105,063 21,132,687 105,829,269
Total Appropriations 47,120,372 46,519,728 31,228,703 36,451,849 34,016,968 195,337,620
County of Orange 23
2020 SFP Capital Improvement Plan - General Fund

Description Forecast Forecast Forecast Forecast Forecast Forecast
REVENUE SOURCES
Civic Center Master Plan (CCMP) - CAS Savings 1,820,070 0 0 0 0 1,820,070
Civic Center Master Plan (CCMP) - CAN 0 5,829,099 5,829,099 5,829,099 5,829,099 23,316,396
Transfer in from HCA 042 - HCA Projects 0 0 0 0 484,380 484,380
Transfer in from Utilities 040 - CUF Projects 3,452,391 1,523,888 766,053 486,813 1,791,437 8,020,582
Transfer in from Utilities 040 - CUF Reserves 2,121,367 2,121,367 2,121,367 2,121,367 2,121,367 10,606,835
Transfer in from Fund 15L - 800 MHz Projects 0 0 0 0 980,000 980,000
Transfer in from Fund 279 - Borrowing from OCWR 0 5,000,000 0 0 0 5,000,000
Transfer in from Fund 289 - OCDC Loan Repayment 3,200,000 0 0 0 0 3,200,000
OCWR Importation Revenue (295) 7,808,677 7,911,193 8,097,136 8,328,993 8,472,700 40,618,699
Transfer in from BC 001 - Probation Reserves 6,876,344 591,390 0 0 0 7,467,734
Total Budget Control 036 NCC Funding 17,990,893 18,982,893 18,982,893 18,982,893 18,982,893 93,922,465
Total Revenue 43,269,742 41,959,830 35,796,548 35,749,165 38,661,876 195,437,161
Beginning Fund Balance Reserves - 15D-9744 23,009,844 19,159,214 14,599,316 19,167,161 18,464,477 23,009,844
Closing Fund Balance Reserves - 15D-9744 19,159,214 14,599,316 19,167,161 18,464,477 23,109,385 23,109,385
Capital Projects Department 036 NCC Limits 17,990,893 18,982,893 18,982,893 18,982,893 18,982,893 93,922,465
24 County of Orange
2020 SFP Capital Improvement Plan - Department Funded and Non-General Funds
Descriptions Forecast Forecast Forecast Forecast Forecast Forecast
Sheriff-Coroner Construction & Facility Development
Theo Lacy Facility Projects
F & G Barracks Showers and Restrooms Renovation 680,531 0 0 0 0 680,531
Realignment E Barracks 1,000,000 0 0 0 0 1,000,000
Replace Central Plant Boiler 0 1,086,400 0 0 0 1,086,400
Hot Water Storage Tank 0 0 90,100 0 0 90,100
Theo Lacy Roof Replacement 0 0 1,302,300 0 0 1,302,300
Mod I/J Roof 0 0 0 1,362,200 0 1,362,200
Inmate Programs Building Roof 0 0 0 0 733,500 733,500
Building C (K/L) Roof 0 0 0 0 257,346 257,346
Building A (M, N and O) Roof 0 0 0 0 257,346 257,346
Central Plant Building A Roof 0 0 0 0 245,590 245,590
Barracks A-E Walkway 0 0 0 0 546,900 546,900
Intake Release Center Projects
Carousel and Stations 0 750,000 0 0 0 750,000
Reseal Isolation Joints 0 0 0 0 243,308 243,308
Sheriff Headquarters Projects
Electrical System Renovation 664,127 0 0 0 0 664,127
Building Roof Repairs 0 0 0 364,500 0 364,500
Replace Elevator 0 0 0 0 85,391 85,391
James A. Musick Facility Projects
Replace Laundry Washer Extractor 1,061,979 0 0 0 0 1,061,979
Replace East Compound Overhead Walkways 0 0 0 136,523 0 136,523
Central Jail Projects
Central Women's Jail Roof 0 1,397,800 0 0 0 1,397,800
Central Men's Jail Replace Exhaust Ducting System 0 0 0 234,063 0 234,063
Other Facilities
Research & Development Office Remodel 0 0 700,000 0 0 700,000
Loma Ridge Roof Maintenance 0 0 0 229,900 0 229,900
Repair Training Facility Carport Roof 0 0 0 35,200 0 35,200
Aliso Viejo Building: Upgrade Security Surveillance System 0 0 0 0 39,900 39,900
OC Public Libraries Capital Projects
Library Branches Projects
Interior Remodel - Multiple Branches 3,070,000 75,000 0 0 0 3,145,000
Branch Refurbishments - Multiple Branches 2,818,104 4,297,841 1,928,700 983,500 0 10,028,145
Aliso Viejo Refurbishment / HVAC and Roof Replacement 2,157,800 197,000 1,044,000 0 0 3,398,800
OCPL HQ Refurbishment / Roof Replacement 2,125,000 651,000 0 0 1,119,500 3,895,500
Roof Replacement - Multiple Branches 1,744,950 0 0 0 0 1,744,950
Irvine Heritage Park HVAC and Roof Replacement 270,000 2,185,000 0 0 0 2,455,000
New Irvine Library 0 22,880,000 230,000 0 0 23,110,000
HVAC Refurbishments/Replacement - Multiple Branches 0 53,000 337,500 0 403,000 793,500
County of Orange 25
OC Parks Capital Projects
Clark Regional Park
Nature Center Roof & Windows Replacement 700,000 0 0 0 0 700,000
Restrooms # 1 & 2 - Replacement 0 0 1,376,204 0 0 1,376,204
Maintenance Yard Renovation 0 0 0 600,000 0 600,000
Replace Playgrounds & New Shade Structures 0 0 0 900,000 0 900,000
Craig Regional Park
Irrigation Infrastructure Replacement 0 0 2,100,000 0 0 2,100,000
Playground Equipment Replacement & New Shade 0 831,767 0 0 0 831,767
Structures
Maintenance Building Remodel 0 600,000 0 0 0 600,000
North Loftis Creek Arizona Crossing Repairs 0 0 0 350,000 0 350,000
Cooper Center - Site Improvements 0 0 0 0 1,140,000 1,140,000
Cooper Center - Roof and HVAC Replacement 387,500 0 0 0 0 387,500
Irvine Ranch Open Space
Limestone Canyon - Hangman's Tree Parking Lot 800,000 0 0 0 0 800,000
Hicks Haul Road Bridge Retrofit 0 382,007 0 0 0 382,007
Hicks Haul Road Pavement and Pipe Replacement 0 846,000 0 0 0 846,000
Irvine Regional Park - Irrigation Pump House Replacement 932,000 0 0 0 0 932,000
Irvine Regional Park - Site Lighting Replacement 0 0 0 995,000 0 995,000
Laguna Niguel Regional Park - Sewer Lift Station 760,000 0 0 0 0 760,000
Replacement
Laguna Niguel Regional Park - Site Lighting Retrofit 0 165,000 0 0 0 165,000
Mason Regional Park
Front Entry Roadway Redesign and Repair 1,905,000 0 0 0 0 1,905,000
Sand Canyon Wash Vegetation and Silt Removal 990,000 0 0 0 0 990,000
Site Lighting Replacement 0 260,000 0 0 0 260,000
Mile Square Regional Park - Park Expansion 3,134,665 0 0 0 0 3,134,665
Peters Canyon - Restroom and Rest Area 0 1,600,000 0 0 0 1,600,000
Peters Canyon - Bikeway Extension 0 4,000,000 0 0 0 4,000,000
Peters Canyon - Park - View Staging Area Improvements 0 0 0 0 2,500,000 2,500,000
Various Parks
Yorba Regional Park - Replace Playgrounds & New Shade 1,400,000 0 0 0 0 1,400,000
Structures
Saddleback Gateway Park - Building A & B Roof & Window 700,000 0 0 0 0 700,000
Replacement
Aliso & Wood Canyons Park - Exterior Interpretive Exhibits 376,800 0 0 0 0 376,800
and Trail
Salt Creek Beach - Parking Lot Lighting Replacement 0 500,500 0 0 0 500,500
Carbon Canyon Regional Park Storm Drain Rerouting 0 0 3,580,000 0 0 3,580,000
Old County Courthouse - Roof & Skylight Replacement 0 0 1,970,000 0 0 1,970,000
Thousands Steps Beach Access Stairs 0 0 0 2,000,000 0 2,000,000
26 County of Orange
Casper's Wilderness Park - Maintenance Building 0 0 0 440,000 0 440,000
Renovation
O'Neill Regional Park - Waterline Replacement 0 0 0 0 4,000,000 4,000,000
Social Services Agency
Orangewood Children and Family Center (OCFC) Projects
Replace Cottage Building Roofs 500,000 0 0 0 0 500,000
Replace Kitchen Refrigeration System 0 500,000 0 0 0 500,000
Replace HVAC Units 800,000 600,000 0 0 0 1,400,000
Children Services Headquarters (Eckhoff) Projects ADA 0 0 2,000,000 0 0 2,000,000
Building Improvements
Santa Ana Regional Center (SARC) Replace HVAC Units 0 0 0 4,000,000 0 4,000,000
Airport Projects
Airport Terminal Projects
Repair Terminal Roof and Replace Expansion Joints 2,000,000 0 0 0 0 2,000,000
Plumbing Infrastructure Replacement 0 0 2,000,000 1,000,000 0 3,000,000
Facility Accessibility Improvements 2,000,000 2,000,000 0 0 0 4,000,000
Elevator Replacement 600,000 975,000 3,075,000 3,650,000 3,600,000 11,900,000
Escalator Replacement 500,000 550,000 2,450,000 2,450,000 2,450,000 8,400,000
Baggage System Improvements 3,000,000 0 0 0 0 3,000,000
Airport Facility Projects
366 Building Roof Rehabilitation 150,000 0 0 0 0 150,000
GTC Roof Replacement 600,000 3,600,000 0 0 0 4,200,000
Exterior Lighting Improvements 2,500,000 3,000,000 0 0 0 5,500,000
Main Street Parking Lot Restroom Renovation 300,000 0 0 0 0 300,000
Various Projects
Airport Power Generation and Distribution Upgrades 10,000,000 0 0 0 0 10,000,000
Parking Access Revenue Control System Replacement 200,000 5,000,000 0 0 0 5,200,000
Common Use Passenger Processing System Replacement 200,000 5,000,000 0 0 0 5,200,000
Central Utility Power Generators 0 0 0 800,000 800,000 1,600,000
Maintenance Laydown Yard 0 400,000 2,400,000 0 0 2,800,000
Biffy Dump Redesign 500,000 0 0 0 0 500,000
General Aviation Infrastructure Improvements 900,000 1,000,000 1,000,000 0 0 2,900,000
Federal Funded Project
Airport Signage and Wayfinding Update 1,000,000 0 0 0 0 1,000,000
Taxiways A - D - E Reconstruction 2,500,000 15,000,000 15,000,000 0 0 32,500,000
Terminal Apron Improvements 450,000 1,500,000 1,500,000 1,500,000 0 4,950,000
Project Management/Construction Management 5,500,000 5,500,000 5,500,000 5,500,000 5,500,000 27,500,000
Testing and Inspection 3,510,000 3,510,000 3,510,000 3,510,000 3,510,000 17,550,000
OCWR Capital Projects
Olinda Alpha Landfill Projects
Main Access Road Extension 540,000 0 0 0 0 540,000
Phase II Landfill Gas Header Upgrade 900,000 0 0 0 0 900,000
County of Orange 27
North Perimeter Drainage Channel Extension 0 2,400,000 0 0 0 2,400,000
Administration Building Replacement/Remodel 0 2,400,000 0 0 0 2,400,000
Frank R. Bowerman Landfill Projects
Phase VIII-A1 Groundwater Protection and Stockpile 25,000,000 15,000,000 0 0 0 40,000,000
Phase VIII-A2 Groundwater Protection and Stockpile 0 400,000 16,600,000 5,600,000 0 22,600,000
IGP Storm Water System Installation 635,000 0 0 0 0 635,000
Water Pump and Tank System Installation 130,000 2,490,000 0 0 0 2,620,000
Infrastructure Relocation 2,000,000 0 0 0 0 2,000,000
Sewer Line and Water Treatment System 3,000,000 0 0 0 0 3,000,000
Landfill Gas Flare Station Improvement Project 0 0 10,000,000 0 0 10,000,000
Prima Deshecha Landfill Projects
Zone 4 Phase A Mass Excavation and Ground Water 5,000,000 35,000,000 15,000,000 10,650,000 0 65,650,000
Protection
Fee Booth Relocation and Entrance Improvements 4,000,000 0 0 0 0 4,000,000
Riparian Installation 1,600,000 0 0 0 0 1,600,000
Zone 4 Phase A Main Gas Line 0 0 0 0 250,000 250,000
Zone 1 Phase D2 Mass Excavation and Liner 2,400,000 0 0 0 0 2,400,000
Re-Power and Solar System 1,200,000 0 0 0 0 1,200,000
Flare Installation 4,050,000 0 0 0 0 4,050,000
Flare Removal and Installation 0 0 4,500,000 0 0 4,500,000
Resource Recovery Facility 0 0 0 0 5,000,000 5,000,000
Organics Management Projects
Bee Canyon Digester 0 0 0 0 4,000,000 4,000,000
Bee Canyon Greenery - Phase II 0 0 0 5,000,000 0 5,000,000
CASP System Bee Canyon Greenery 0 2,000,000 0 0 0 2,000,000
Source Separated Organics (SSO) Processing Facility 0 0 1,500,000 10,000,000 0 11,500,000
Valencia Greenery - Phase I 0 4,834,332 0 0 0 4,834,332
Probation Facilities - Capital Improvement Plan 2,795,000 1,504,100 2,660,000 4,441,000 6,308,200 17,708,300
Dana Point Harbor - Dry Stack Storage Contribution 0 12,000,000 0 0 0 12,000,000
OCIT Countywide Services
OC Data Center (OCDC) Projects
OCDC Roof Replacement 1,260,000 0 0 0 0 1,260,000
OCDC Water Valve Shut-Off 150,000 0 0 0 0 150,000
Parking Lot Slurry & Striping 65,000 0 0 0 0 65,000
Computer Room Air Handler Hoods 64,800 0 0 0 0 64,800
KVA Back-Up Generator Project 0 0 0 1,250,000 1,250,000 2,500,000
TOTAL COSTS - 2020 SFP CIP 167,298,628 215,441,475 134,582,507 104,433,735 78,256,949 700,013,294
NOTE: Totals may not foot due to rounding.
28 County of Orange
Capital Improvement Plan - Operating Impacts
The following table provides anticipated operating impacts of significant capital projects over the next five years. Operating
impacts related to the James A. Musick Jail Facility Expansion project are under development and, hence, not included in the
table below.
Capital Improvement Plan - Operating Impacts

Project FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 Total
All Funds
Airport Power Generation and Distribution Upgrades 0 200,000 200,000 200,000 200,000 800,000
Crawford Canyon Road Sidewalk Extension 0 0 0 80,000 80,000 160,000
East Garden Grove Wintersburg Channel 0 0 150,000 150,000 150,000 450,000
Electric Vehicle Charging Infrastructure - Main St & T-Lot 0 100,000 100,000 100,000 100,000 400,000
Frank R. Bowerman Landfill Infrastructure Relocation 0 50,000 50,000 50,000 50,000 200,000
Frank R. Bowerman Landfill Sewer Line and Water 25,000 70,000 80,000 80,000 80,000 335,000
Treatment System
Huntington Beach Channel Sheet Piling Project 0 0 150,000 150,000 150,000 450,000
Juvenile Hall - Gym/Visitation Center 67,052 161,438 165,473 169,610 173,851 737,424
Laguna Canyon Channel Replacement 0 0 50,000 50,000 50,000 150,000
Loma Ridge Road Widening Project 0 110,000 110,000 110,000 110,000 440,000
Olinda Alpha Landfill Valencia Greenery 767,000 1,097,000 1,097,000 1,097,000 1,097,000 5,155,000
Prima Fee Booth Replacement 100,000 113,000 113,000 113,000 113,000 552,000
Prima Infrastructure Phase I 0 10,000 10,000 10,0000 10,000 40,000
Santa Ana Gardens Channel Bikeway 0 0 0 50,000 50,000 100,000
Silverado Canyon Road Bridge Replacement 0 56,000 56,000 56,000 56,000 224,000
Traffic Management Center Fiber Optic Expansion 0 38,000 38,000 38,000 38,000 152,000
Youth Guidance Center - Adult Reentry Center 2,000,000 4,000,000 4,000,000 4,000,000 4,000,000 18,000,000
General Fund
Youth Guidance Center - Adult Reentry Center 2,000,000 4,000,000 4,000,000 4,000,000 4,000,000 18,000,000
Major Capital Projects

Project Note
County Administration North Building The County will begin lease payments when the building is completed and occupied in FY 2022-
23. Ongoing operating costs are projected to impact the County's non-general fund and general
fund at approximately 39% and 61%, respectively, and will be budgeted accordingly.
Dana Point Harbor Revitalization The Dana Point Harbor Revitalization Plan includes a public private partnership (P3) project.
Construction related to the Dana Point Harbor Revitalization project is anticipated to be completed
in 2026. The project does not require County General Funds.
County of Orange 29
BUDGET OVERVIEW INTRODUCTION
BUDGET OVERVIEW
Basis of Budgeting County departments prepare budget requests which are sub-
mitted in early March to the County Budget Office. Meetings
The County's budget and its accounting system are based on are held with the department head or financial manager, the
the modified accrual system. The fiscal year begins on July 1. County Executive Officer (CEO), and key Budget Office staff
Revenues are budgeted as they are expected to be received or to discuss the requests. The County Budget Office reviews
as they are applicable to the fiscal year. Consistent with gen- and analyzes department budget requests and makes recom-
erally accepted accounting principles, revenues are recog- mendations to the CEO. The Budget Office, in coordination
nized when they are measurable and available. The County's with the County Auditor-Controller's office, also establishes
availability criterion is 60 days after the end of the fiscal year. the level of non-departmental, County-wide revenues that
are projected to be available to the County. The budget is
Expenses are budgeted at an amount sufficient for 12 compiled, balanced, and reviewed with the Chief Financial
months if ongoing, and as needed in either partial or full Officer and CEO. Upon completion of the review, a Recom-
amounts for one-time items. In each fund, expenses and mended Budget is published.
increases to obligated fund balances must be balanced with
available financing. In May, the County Budget Office plans and conducts brief-
ing sessions for the County Board of Supervisors' staff mem-
Budget Process bers and individual briefings with Board members. In early
June during the Public Budget Hearings, the CEO presents
The County's budget planning process begins in the fall of the budget, and the Board casts straw votes and provides
each year with the Five-Year Strategic Financial Plan, which direction. Subsequently, in late June, the Board adopts the
is presented to the Board in December or the following Janu- budget on a simple majority vote. The adopted budget
ary. In January, the County Budget Office prepares budget becomes the spending plan and spending limit for County
policies and detailed instructions for County departments departments.
including a calendar establishing completion dates for key
events in the budgeting process. In summary, the Recommended Budget serves as the
County’s baseline budget, and excludes restore and expand
augmentations; these augmentations are included under
separate cover in the Budget Augmentation Requests docu-
ment. Board-approved augmentations are reflected in the
Annual Budget.
Budget Calendar
December/January County 5-Year Strategic Financial Plan is issued and establishes the budget framework
Early January Budget policies, instructions, and development calendar are provided to County departments
Early March County departments submit budget and augmentation requests to the County Budget Office
Mid March Budget review sessions are held with County departments and the County Executive Office
Mid May Recommended Budget documents released to the Board and Public and briefing sessions held with Board staff
Early June Public Budget Hearings
Late June Board adopts Budget
Budget Modifications
CEO and department budget staff monitor actual revenues and expenses during the year and report to the Board semi-annu-
ally. Changes increasing Annual Budget appropriations may be submitted in the Mid-Year and Year-End Budget Reports for
Board approval and require a 4/5 vote. Changes may include increases or decreases to appropriations or positions or both, to
reflect new assumptions or address unforeseen events and technical adjustments to reconcile to final State or Federal budgets.
30 County of Orange
INTRODUCTION BUDGET OVERVIEW
A Citizen's Guide to Reading the Budget • Highlights of key budget trends

Document • A matrix of the budget units under the department’s
control
This document includes information that provides readers
with a greater understanding of each department's mission, Volume II contains additional budget detail. Readers looking
organizational structure, and performance results as a nar- for more detailed budget information for a specific depart-
rative context for the budget amounts. The introduction sec- ment can use the Index at the end of Volume II. Departments
tion of Volume I contains several charts and tables that are listed in alphabetical order with the page number of that
provide an overview of issues affecting the budget, sources department's budget information.
and uses of funds, and budgeted positions. Following the
introduction are sections that present each department and State Legislation and Budget
fund in the County's seven program areas listed below:
1. Public Protection The Governor released the FY 2021-22 Proposed Budget on
January 8, 2021, which outlines $227.2 billion in expendi-
2. Community Services tures and reflects $34 billion in discretionary surplus and
3. Infrastructure and Environmental Resources budgetary reserves, including, but not limited to, $15.6 mil-
lion in the Rainy Day Fund, $2.9 billion in the state's operat-
4. General Government Services ing reserve, and $450 million in the Safety Net Reserve. The
budget includes progress in reducing the State's retirement
5. Capital Improvements
liabilities by $3 billion in FY 2021-22 and $6.5 billion over
6. Debt Service the following three years. The budget focuses on addressing
COVID-19 and the State's recovery, while being cautious of
7. Insurance, Reserves and Miscellaneous
near future deficits.
The presentation for each department within each program
The budget reflects funding to address homelessness, tackle
area includes:
climate change and wildfires, and build infrastructure. Pro-
posals related to counties include: $1.8 billion for homeless-
An Operational Summary including:
ness, including for Project Homekey, residential care
• Mission facilities, and behavioral health continuum infrastructure;
• Budget at a Glance $1 billion for forest resilience; $1.1 billion for CalAIM imple-
• Strategic Goals mentation; a $372 million placeholder for coronavirus vacci-
nation efforts; over $250 million for the new Master Plan for
• Key Outcome Indicators (Performance Measures) Aging implementation; $500 million each for housing tax
• Key Accomplishments of the prior year credits and infill infrastructure grants; and additional state
housing laws enforcement, including for local housing pro-
An Organizational Summary including: duction.
• Organization Chart
• Description of each major activity The budget also factors a 5% permanent decrease in operat-
• Ten-year staffing trend chart with highlights of ing expenditures, prompting agencies and departments to
staffing changes identify more effective ways to service delivery.
A FY 2021-22 Budget Summary including: The Governor is scheduled to release the May Revise budget
no later than May 15, which provides an update of General
• Department’s plan for support of the County’s stra- Fund revenues, expenditures, and reserve estimates based
tegic priorities on the latest economic forecast, and changes in population,
• Changes included in the base budget caseload, or enrollment statistics. The County will continue
• Budget augmentations and related performance to closely monitor state budget updates and prepare contin-
plans gency plans to address any possible adverse funding
• Recap of the department budget impacts.
County of Orange 31
BUDGET OVERVIEW INTRODUCTION
Budget Development Policies Net County Cost (NCC): NCC limits are based on the FY
2020-21 Budget, adjusted for one-time items and annualiza-
The following budget policies and guidelines are used by all tion of approved ongoing augmentations. The FY 2021-22
County departments as a starting point for budget develop- budget policy includes 0% growth in the limits consistent
ment: with the 2020 SFP.
Consistency with Strategic Financial Plan: Base operating Fund Balance: Fund balance is defined as the difference
budget requests shall be consistent with the priorities and between assets and liabilities in a governmental fund. Fund
operational plans contained in the 2020 Strategic Financial balance may be obligated (reserved) for a specific purpose or
Plan (SFP). Department heads are responsible for using this may be unreserved and available for any purpose of the fund
planning process along with program outcome indicators to in which it is reported. Unreserved fund balance in a capital
evaluate current programs and redirect existing resources as projects fund may be used to fund capital projects. Unre-
needed for greater efficiency, to reduce costs and minimize served fund balance in the General Fund may be used for
the requests for additional resources. A certification regard- any purpose.
ing the evaluation of existing resources is required as part of
the department’s budget request submittal. Obligated Fund Balances, Net Position, and Contingen-
cies: The County General Fund currently includes obligated
Salaries & Employee Benefits: The Salary and Benefits fund balances (reserves) and appropriations for contingen-
Forecasting System (SBFS) in the County's budget system, cies. These obligated fund balances protect County-man-
Performance Budgeting (PB), calculates the regular salary dated programs and services from temporary revenue
and employee benefits base budgets. Salary and employee shortfalls and provide for unpredicted, sudden, or unavoid-
benefits are reduced to account for vacant positions based on able one-time expenditures. Certain departments and non-
the average monthly percentage of vacant positions calcu- General Funds have other obligated fund balances, or net
lated on a dollar-weighted basis for calendar year 2020. position (similar to retained earnings), dedicated to specific
programs and uses.
Budgeted extra-help positions must comply with Memoran-
dum of Understanding provisions. Balanced Budget: The General Fund requirements will be
balanced to available resources. Budgets for funds outside
Services & Supplies: Services and supplies are budgeted the General Fund are balanced to Available Financing with-
using realistic amounts based on prior year actual expendi- out General Fund subsidy unless previously approved by the
tures and historical trends to the extent the appropriations Board or CEO. Available Financing shall be determined by
are necessary to support operational needs. realistic estimates of budget year revenues and any planned
changes to obligated fund balances.
Program Revenue and Grants: Program revenues (e.g.
State and Federal programs revenues) are to be used to offset Augmentations (requests for new or restored resources):
the department's proportional share of operating costs to the All augmentation requests require outcome indicators (per-
full extent of the program regulations. Local matching funds formance measures) that outline the department's intended
should normally be at the legal minimum so that the General outcome(s) resulting from the additional resources. Depart-
Fund subsidy (backfill) is minimized. Program revenues are ment heads must certify that all potential alternatives for
to be used for caseload growth. redirecting existing resources have been examined and that
lower priority items have been reduced or eliminated in
One-time revenues shall be limited for use on non-recurring order to make current resources available.
items such as start-up costs, program or reserve stabiliza-
tion, and capital expenses. Previously approved augmentations undergo an outcome
indicator review for two subsequent years as a condition for
New revenue sources pending legislation or grant approval continued funding. Departments report on outcome indica-
are not included in the base budget request. They will be tor results of the performance expectations. Prior year aug-
considered during the Mid-Year Budget Report process (e.g. mentations are funded if the CEO and department agree
when legislation is passed or grants are awarded). that:
32 County of Orange
INTRODUCTION BUDGET OVERVIEW
■ They meet the performance expectations In context of these policies and guidelines, departments pre-
pared FY 2020-21 projected expenses and revenues and
■ They merit continuation
requests for FY 2021-22. The County Budget Office reviewed
■ They are still relevant to the department’s operations the requests, met and discussed the requests with the
■ Sufficient funding exists
departments, and prepared recommendations for the CEO.
The CEO’s final recommendations are presented to the Board
Program Budgets Outside the General Fund: It is the of Supervisors and the public during public budget hearings.
department head's responsibility to ensure that the pro- Operating and capital budgets are prepared in this single
posed use of program funds is consistent with available process and presented together in this budget book.
financing, legal restrictions on funds, and the County's stra-
tegic priorities; and has been coordinated with the appropri-
ate stakeholders external to the County.
County of Orange 33
BUDGET HIGHLIGHTS AND ASSUMPTIONS INTRODUCTION
FY 2021-22 RECOMMENDED BUDGET

HIGHLIGHTS AND ASSUMPTIONS
Budget Highlights
■ Consistent with long-term strategic priorities and the Strategic Financial Plan, the budget is balanced.
■ The base budget includes 0% growth in Net County Cost (NCC) for General Fund departments. Increases to NCC occur
with augmentations.
■ The total County base budget is $7.7 billion, of which $4.1 billion is the General Fund budget.
■ Budgeted General Purpose Revenues total $926.6 million, $36.5 million more than the FY 2020-21 Adopted Budget of
$890.1 million, due primarily to a $48.5 million projected increase in property tax revenues, offset by projected decreases
of $5.4 million each in reserves and transfers in.
■ Revenue assumptions reflect moderate levels of growth including 3.5% growth in General Fund net property tax revenues
over the current year-end revenue estimate.
■ The FY 2021-22 budget for the one-half cent Public Safety Sales Tax (Proposition 172) revenue of $358 million (80% Sher-
iff - $286.4 million; 20% District Attorney - $71.6 million) is a 12.7% ($40.3 million) increase when compared to the FY
2020-21 projection of $317.7 million.
■ The Statewide allocation of AB 109 (2011 Public Safety Realignment) revenue is budgeted with an increase of approxi-
mately $13.1 million (or 16.2%) combined in base and growth revenue for Orange County when compared to the FY
2020-21 budget.
■ The State's funding for Trial Court Security continues to be insufficient to cover the costs for the Sheriff to provide the
same level of security to the Court. The FY 2019-20 budget included one-time County funds to close the gap. As a result of
revenue losses associated with the pandemic and the increased cost of doing business, the FY 2020-21 budget included
$6.9 million one-time funding to address a $19.3 million gap. Due to ongoing pandemic-related revenue losses and rising
operating costs, the funding gap in FY 2021-22 is projected at $16.3 million. CEO Budget continues to work on a solution
with the California State Association of Counties and encourage the Sheriff and Court to collaborate on long-term solu-
tions to align service levels with State funding.
■ During the FY 2020-21 budget process, 548 vacant positions were deleted to mitigate some of the County's economic
impacts from COVID-19. Additionally, in July 2020, to further address the budget shortfall due to the pandemic-related
revenue losses, the Board of Supervisors approved the Voluntary Incentive Program, resulting in the retirement or resig-
nation of 617 employees and the deletion of 212 vacant positions. The cumulative loss of these positions has affected
County service delivery. The County will continue to evaluate the service impacts resulting from the reduction of staff
resources as part of future budget processes, beginning with the FY 2021-22 Mid-Year Budget Report.
When compared to the FY 2020-21 Adopted Budget, the FY 2021-22 Recommended Budget reflects an increase of $152.1 mil-
lion (2%) and a net decrease of 512 positions. The budget increase is primarily associated with funding for the County's
response to the COVID-19 public health emergency and essential service needs of vulnerable populations and human services
programs. The position decrease is due primarily to vacant positions deleted as part of the Voluntary Incentive Program and
positions proposed in reduce augmentations to meet NCC limits. Recommended restorations are described in the Specific Pro-
gram Highlights section beginning on page 39 and the FY 2021-22 Augmentation Requests document.
34 County of Orange
INTRODUCTION BUDGET HIGHLIGHTS AND ASSUMPTIONS
Total Financing Sources
The County budget includes a wide variety of financing sources. Key revenue sources include intergovernmental revenues,
taxes, charges for services, miscellaneous revenues, and other financing sources, which comprise over 80% of the County's
total funding for the FY 2021-22 Recommended Budget.
Financing sources, including reserve cancellations and Fund Balance Unassigned, for the FY 2021-22 Recommended Budget
total $7.7 billion, an increase of $152.1 million, or 2%, from the FY 2020-21 Adopted Budget. Revenue sources total $6.8 bil-
lion, an increase of $114.3 million, or 1.7%, from the FY 2020-21 Adopted Budget.
County Revenue Source (in millions)

Code Source Name FY 21-22 Budget Percent of Total
A Intergovernmental Revenues $ 3,021.1 39.1%
B Fund Balance Unassigned (FBU) 187.3 2.4%
C Charges For Services 904.1 11.7%
D Taxes 1,199.3 15.5%
E Miscellaneous Revenues 508.4 6.6%
F Other Financing Sources 925.5 12.0%
G Revenue From Use Of Money & Property 166.1 2.2%
H Reserve Cancellations 735.6 9.5%
I Fines & Forfeitures/Licenses & Permits 74.1 1.0%
Total $ 7,721.5 100.0%
County Revenue Sources

FY 2018-19 to FY 2021-22
County of Orange 35
Revenues Sources (in millions)

Source Name FY 18-19 Actual FY 19-20 Actual FY 20-21 Projected FY 21-22 Budget
Intergovernmental Revenues $ 2,288.1 $ 2,387.4 $ 3,243.9 $ 3,021.1
Taxes 1,067.4 1,119.7 1,166.3 1,199.3
Charges For Services 875.2 877.3 893.2 904.1
Other Financing Sources 841.2 840.4 870.8 925.5
Miscellaneous Revenues 424.0 422.9 429.3 508.4
Revenue From Use Of Money & Property 248.9 213.8 154.3 166.1
Fines & Forfeitures/Licenses & Permits 90.7 78.9 73.6 74.1
Total $ 5,835.5 $ 5,940.4 $ 6,831.3 $ 6,798.6
KEY REVENUE TRENDS AND ASSUMPTIONS
Revenue projections are developed using various tools and techniques, including institutional forecasts, national, state, and
local economic indicators, trend analysis, and outside consultants.
Intergovernmental revenues are monies obtained from federal, state, and local governments and can include grants for use
in performing specific functions, shared taxes, and contingent loans and advances. State and Federal sources are estimated by
departments based on established funding allocation formulas, caseload projections, and the latest State and Federal budget
information. Intergovernmental revenues are budgeted at $3 billion in FY 2021-22, lower than FY 2020-21 projections by
$222.8 million, or 6.9%. The decrease is mainly attributable to monies from the U.S. Treasury in FY 2020-21 to fund the
County's response to the COVID-19 public health emergency, offset by increases in Proposition 172 Public Safety Sales Tax
(Prop 172) revenue and State funding for public assistance administration, realignment, mental health, and other programs
and services. Based on current revenue trends, Prop 172 revenue allocated to District Attorney and Sheriff-Coroner is pro-
jected at $358 million for FY 2021-22.
Intergovernmental Revenue History
36 County of Orange
Tax revenues consist of property tax, sales and use tax, Mello-Roos taxes for Community Facilities Districts, and other tax
revenues. Property tax revenues comprise almost 90% of total tax revenues and are calculated based on a percent of the
assessed value of real property. Tax revenues are budgeted at $1.2 billion in FY 2021-22, higher than FY 2020-21 projections by
$33 million, or 2.8%. The 2020-21 Local Assessment Roll of Values increased by 4.7% and reflected taxable property values as
of January 2020. The FY 2021-22 property tax revenue is estimated to increase by 3.3% over FY 2020-21 projections.
Tax Revenue History
Charges for services include revenues received for contract law enforcement services and county-provided services, such as
mental health, institutional care, health, road and street, and sanitation. Fees and charges recover the cost of services provided
and ensure that services continue in the future. Charges for services are budgeted at $904.1 million in FY 2021-22, higher than
FY 2020-21 projections by $10.9 million, or 1.2%, due to revenue increases in contract law enforcement, road and street, and
institutional care services, offset by a decrease in election services.
Charges for Services History
County of Orange 37
Other financing sources consist of transfers between county funds and long-term debt proceeds, both of which can vary sig-
nificantly annually depending on departmental funding needs, particularly related to capital projects and debt service. Other
financing sources are budgeted at $925.5 million in FY 2021-22, higher than FY 2020-21 projections by $54.8 million, or 6.3%.
The increase is attributable primarily to transfers in from the Countywide Capital Projects Non-General and the OC Waste &
Recycling Enterprise Funds for the following Sheriff-Coroner capital projects: Central Jail Complex Power Upgrades, Katella
Range Facility Upgrade, Jail Security Electronic Control Systems Upgrade, James A. Musick Facility Jail Construction & Laun-
dry Washer Extractor.
Other Financing Sources History
Major Expense Assumptions ● Long-term aged vacant positions were deleted

through the Vacant Position Policy.
Assumptions for various categories of expenses include:
● The vacancy factor assumption increased from
■ Labor costs are centrally calculated based on 4.31% for FY 2020-21 to 6.91% for FY 2021-22.
approved positions and vacancy factors. One to two
■ Retirement contribution rates will increase in the FY
step merit increases are assumed for eligible employ-
2021-22 budget from the FY 2020-21 budget for Gen-
ees. Actual merit awards are based on the employee's
eral employees (Rate Groups 1 & 2) and Safety
performance evaluation.
employees (Rate Groups 6 & 7) as reflected in the
■ Base building increases in appropriations for wages Orange County Employees Retirement System's
are built into departmental budgets consistent with (OCERS) December 31, 2019 actuarial valuation.
negotiated salary increases within current memo- Increases in aggregate retirement contribution rates
randum of understandings (MOU) approved by the range from 0.04% to 4.7%, resulting from the follow-
Board of Supervisors. FY 2021-22 salaries are pro- ing collective effects:
jected to increase by 0.58%. Board approved salaries
● The final year of the three-year phase-in of the
increases in existing MOUs were mostly offset by the
cost impact due to actuarial assumption changes
following actions to contain cost increases:
adopted by the OCERS Board on October 16,
● 548 vacant positions were deleted effective with 2017, which includes:
the June 2, 2020 Board adoption of FY 2020-21
■ A reduction in the assumed rate of return
Recommended Base budget.
from 7.25% to 7%
● The Board approved the Voluntary Incentive Pro-
■ A reduction in price inflation from 3% to
gram to incentivize eligible employees to volun-
2.75%
tarily separate by retirement or resignation,
resulting in the retirement or resignation of 617 ■ The application of generational tables pre-
employees and the deletion of 212 vacant posi- senting reduced rates of mortality
tions.
38 County of Orange
● Larger than expected 2019 COLA increase for PUBLIC PROTECTION

retirees. The inflation assumption is 2.75%. How-
■ District Attorney
ever, in 2019, a 3% COLA increase was provided
The District Attorney requested $96 thousand appropri-
to retirees. Therefore, there was an additional
ations and one position in an expand augmentation, all
0.25% over the expected COLA.
of which is recommended ongoing for increased evi-
● Investment losses after smoothing. Even though dentiary and discovery requirements of the Orange
2019 returns were 14.79%, only one-fifth of the County Auto Theft Task Force.
14.79% gains are recognized. Two-fifths of the
■ District Attorney - Public Administrator
2018 market losses of 2.46% are also being recog-
District Attorney - Public Administrator proposed $19
nized.
thousand in reductions, all of which is recommended
As a result of retirement rate increases, a reduction in for restoration ongoing to sustain core-mandated func-
the reverse pickup and negotiated salary increases, tions related to resident decedent estate affairs.
which were partially offset by the aforementioned
■ Office of Independent Review
cost containment measures, FY 2021-22 budgeted
Office of Independent Review proposed $54 thousand
retirement costs are expected to increase from the FY
in reductions, all of which is recommended for resto-
2020-21 budget by an approximate average of 7.83%.
ration ongoing to sustain core departmental functions
■ FY 2021-22 projected health insurance rates were including investigative support services and ensure ade-
budgeted 5.50% to 9.80% below prior fiscal year quate review, audit, monitoring and analyzing of county
rates, depending on health plan. As a result of the departments.
budgeted decrease in rates, FY 2021-22 budgeted
■ Public Defender
health insurance costs are expected to increase by an
The Public Defender proposed $7.7 million and 56 posi-
average of approximately 3.24%.
tions in reductions, of which $7.1 million appropria-
■ FY 2021-22 retiree medical rates are projected to tions ($2.1 million ongoing, $5 million one-time) and
remain unchanged, as reflected in the bi-annual val- 56 positions are recommended for restoration to sup-
uation dated June 30, 2019. FY 2021-22 projected port staffing for provision of mandated representation
retiree medical rates were budgeted from 0.20% to services.
3.10% depending on bargaining group. FY 2021-22
■ Sheriff-Coroner
budgeted retiree medical costs are expected to
Sheriff-Coroner proposed $101.5 million and 342 posi-
remain level with the FY 2020-21 budget with a slight
tions in reductions, of which $85.2 million appropria-
decrease of 0.05%.
tions ($21.6 million ongoing, $63.6 million one-time)
■ Services and supplies are budgeted at the same level and 342 positions are recommended for restoration to
as the prior fiscal year and only increased to the maintain mandated functions of departmental opera-
extent necessary to support operational and Strategic tions.
Financial Plan goals.
Furthermore, Sheriff-Coroner requested expand aug-
Specific Program Highlights
mentations totaling $375 thousand appropriations and
2 positions, all of which is recommended for the: South
This section provides highlights of the base budgets and rec- School Mobile Assessment and Resource Team ($271
ommended augmentations for the County budget programs thousand one-time appropriations and 1 position) and
and departments. Due to increasing costs that continue to Rancho Santiago Community College Service Agree-
outpace growth in sources, some departments were required ment ($104 thousand ongoing appropriations and 1
to propose reductions in the budget to meet NCC limits. In position).
some cases, departments requested full or partial resto-
ration. Departments work diligently to manage their budgets
to consistently maintain programs and minimize impacts on
services.
County of Orange 39
COMMUNITY SERVICES ■ Internal Audit

Internal Audit proposed $117 thousand in reductions,
■ OC Animal Care
all of which is recommended for restoration ongoing to
OC Animal Care requested $192 thousand appropria-
meet audit services workload demands and core audit
tions in an expand augmentation, all of which is recom-
responsibilities.
mended one-time for purchase of three replacement
vehicles.
DEBT
■ Health Care Agency
Health Care Agency requested $4.6 million appropria- The budget includes all debt obligation payments. Budgets
tions and 37 positions in an expand augmentation, all of displayed in Program VI include amounts for annual pay-
which is recommended ongoing to complete expansion ments on the County's debt financing of the Central Utility
of correctional health services in jails. Facility and debt financing of infrastructure improvements
■ Social Services Agency in the County's Assessment Districts and Community Facili-
Social Services Agency requested expand augmenta- ties Districts. Although the County's former 1997 Pension
tions totaling $6.7 million appropriations and 59 posi- Obligation Bonds were economically defeased, this budget
tions, all of which is recommended ongoing for: reflects the payments made by the trustee from escrow. This
Assistance Programs ($2.7 million and 24 positions), program also includes the debt associated with the County's
Children and Family Services Operations & Support Teeter program. Debt related to the specific operations of
Team ($625 thousand and 5 positions), California Work John Wayne Airport is included in Program III where the
Opportunity and Responsibility to Kids Program ($2.4 operational budgets for that department are also found.
million and 21 positions), and California State Auto- Based on the County's Strategic Financial Plan and at cur-
mated Welfare System ($1 million and 9 positions). rent funding levels, the County is able to fulfill these debt
obligations and sustain current and future services and
INFRASTRUCTURE & ENVIRONMENTAL RESOURCES operations.
■ OC Public Works Debt Limit

OC Public Works proposed $209 thousand in reduc-
tions, all of which is recommended for restoration The amount of the general obligation bonded indebtedness
ongoing to maintain safe functional facilities and keep the County can incur is limited under California State Law to
projects on schedule. 1.25% of the equalized assessment property tax roll.
GENERAL GOVERNMENT SERVICES Legal Debt Margin as a Percentage of Debt Limit

Calculation for FY 2020-21
■ OC Campaign Finance and Ethics Commission
OC Campaign Finance and Ethics Commission pro- ($ amounts in thousands)
posed $13 thousand in reductions, all of which is rec-
Assessed Value $ 663,241,178
ommended for restoration ongoing to sustain core
Legal Debt Limit (1.25% of total assessed value) 8,290,515
departmental functions and ensure campaign finance
Net Debt Applicable to Limit 0
laws are enforced.
Legal Debt Margin $ 8,290,515
Total Net Debt Applicable to the Limit as a 0%
Percentage of Debt Limit
Source: County of Orange Auditor-Controller
40 County of Orange
FY 2021-22 Debt Service

GENERAL FUND DEBT Maturity Debt Outstanding FY 2021-22 Annual Debt Service Debt Outstanding
(Fiscal Year) as of 6/30/21 Principal Interest Total Debt Service as of 6/30/22
2016 CUF Lease Revenue Bonds 2035-36 $ 46,585,000 2,160,000 $ 2,329,250 $ 4,489,250 $ 44,425,000
Total General Fund Debts $ 46,585,000 $ 2,160,000 $ 2,329,250 $ 4,489,250 $ 44,425,000
Note: The table above excludes Civic Center Master Plan - Phases I and II Bonds as the bonds are not County-issued debt. As a tenant of County Administration South (Civic
Center Master Plan Phase I), the County began base rental payments in FY 2020-21. As a future tenant of County Administration North (Civic Center Master Plan Phase II),
the County will not begin base rental payments until FY 2022-23.
CASH FLOW MANAGEMENT
The County issued short-term taxable Pension Obligation Bonds to prepay, at a discount, a portion of the County's FY 2021-22
pension obligation, resulting in a net cost avoidance of approximately $28.7 million. The bonds were issued in January 2021 in
the amount of $484.8 million at rates ranging from 0.374% to 0.418%. The bonds will be paid off on April 29, 2022.
County of Orange 41
SUMMARY INTRODUCTION
SUMMARY
This budget serves as a realistic plan of resources available to This County budget document is also available on-line at:
carry out the County's core businesses and priorities. It is http://ocgov.com/gov/ceo/deputy/finance
consistent with the County's mission statement and the 2020
Strategic Financial Plan. It follows the CEO budget policy Additional financial information including the OpenOC data
guidelines, meets many of the departmental augmentation tool, Strategic Financial Plan, and budget reports can be
requests, incorporates impacts of the State budget proposals found at:
known at this time, addresses important capital needs, and http://ocgov.com/about/openoc/
provides adequate reserves.
Introduction
42 County of Orange
INTRODUCTION FUND STRUCTURE
FUND STRUCTURE
County funds can be divided into three major categories: governmental, proprietary, and fiduciary. Only governmental and
proprietary funds are included in the County's budget.
The County maintains several individual governmental funds organized according to their type: General Fund, as well as Spe-
cial Revenue, Debt Service, Capital Projects, and Permanent Funds.
■ The general fund is a government's basic operating fund and accounts for everything not accounted for in another
fund.
■ Special revenue funds account for specific revenue sources that are limited to uses for a particular purpose.
■ Debt service funds account for the repayment of debt.
■ Capital projects funds account for the construction, rehabilitation, and acquisition of capital assets, such as build-
ings, equipment, and roads.
■ Permanent funds account for resources that cannot be expended, but must be held in perpetuity.
The County maintains two different types of proprietary funds: Enterprise Funds and Internal Service Funds. Enterprise
Funds are used to report the same functions presented as business-type activities. The County uses enterprise funds to
account for its Airport, Waste Management, and Compressed Natural Gas activities. Internal Service Funds are used to accu-
mulate and allocate costs internally among the County's various functions such as insurance, transportation, publishing, and
information technology.
General Fund Detention Release
Alternate Defense District Attorney - Public Administrator
Assessor Emergency Management Division
Auditor-Controller Employee Benefits
Board of Supervisors - 1st District Grand Jury
Board of Supervisors - 2nd District Health Care Agency

Board of Supervisors - 3rd District Health Care Agency - Public Guardian
Board of Supervisors - 4th District Human Resource Services
Board of Supervisors - 5th District IBM Mainframe

Building & Safety General Fund Internal Audit
Capital Acquisition Financing Juvenile Justice Commission
Capital Projects Miscellaneous

CAPS Program OC Animal Care
CEO Real Estate OC Campaign Finance and Ethics Commission
Child Support Services OC Community Resources

Clerk of the Board OC Public Works
Clerk-Recorder OC Watersheds
County Counsel OCIT Shared Services

County Executive Office Office of Independent Review
County General Fund Level Transactions Performance Audit
Data Systems Development Projects Prepaid Pension Obligation
County of Orange 43
FUND STRUCTURE INTRODUCTION
General Fund (continued) Mental Health Services Act

Probation Mental Health Services Act (MHSA) Housing Fund
Property Tax System Centralized O & M Support Motor Vehicle Theft Task Force
Public Administrator N. Tustin Landscape & Lighting Assessment District
Public Defender Narcotic Forfeiture and Seizure
Registrar of Voters OC Animal Care Donations
Sheriff Court Operations OC Animal Shelter Construction Fund
Sheriff-Coroner OC Dana Point Harbor
Social Services Agency OC Flood
Treasurer-Tax Collector OC Flood - Capital
Trial Courts OC Flood - Capital Improvement Projects
Utilities OC Housing
OC Housing Authority - Operating Reserves
Special Revenue OC Parks Capital
Air Quality Improvement OC Parks CSA 26
Assessor Property Characteristics Revenue OC Public Libraries
Bioterrorism Center for Disease Control Fund OC Public Libraries - Capital
Building and Safety OC Road
CAL - ID Operational Costs OC Road - Capital Improvement
CAL - ID System Costs OC Tobacco Settlement Fund
CalHome Program Reuse Fund Orange County Housing Authority (OCHA)
CEO Single Family Housing Orange County Jail Fund
Child Support Program Development Parking Facilities
Clerk-Recorder Operating Reserve Fund Proposition 64 - Consumer Protection
Clerk-Recorder Special Revenue Fund Proposition 69 - DNA Identification Fund
County Automated Fingerprint Identification Real Estate Development Program
County Service Area #13 - La Mirada Real Estate Prosecution Fund
County Service Area #22 - East Yorba Linda Regional Narcotics Suppression Program - Other
County Tidelands - Newport Bay Remittance Processing Equipment Replacement
Delta Special Revenue Santa Ana Regional Center Lease Conveyance
Dispute Resolution Program Sheriff-Coroner Replacement & Maintenance Fund (SCRAM)
District Attorney's Supplemental Law Enforcement Services Sheriff Narcotics Program - CALMMET - Treasury
Domestic Violence Program Sheriff Narcotics Program - Department of Justice
El Toro Improvement Fund Sheriff Narcotics Program - Other
Emergency Medical Services Sheriff’s Court Operations - Special Collections
Excess Public Safety Sales Tax Sheriff's Substations Fee Program
Facilities Development and Maintenance Fund Sheriff's Supplemental Law Enforcement Services
Foothill Circulation Phasing Plan South County Roadway Improvement Program (SCRIP)
HCA Interest Bearing Purpose Restricted Revenue Special Assessment-Top of The World Improvement
HCA Purpose Restricted Revenues SSA Donations and Fees
HCA Realignment SSA Wraparound
Housing Asset Fund State Criminal Alien Assistance Program (SCAAP)
In-Home Supportive Services Public Authority Strategic Priority Affordable Housing
Inmate Welfare Fund Survey Monument Preservation
Jail Commissary Traffic Violator Fund
Medi-Cal Administrative Activities/Targeted Case Management Ward Welfare
44 County of Orange
INTRODUCTION FUND STRUCTURE
Special Revenue (continued) Enterprise

Workforce Investment Act Airport - Operating Enterprise
Airport Construction Fund
Debt Service Airport Debt Service Fund
AD 01-1 Group 3 Debt Service Compressed Natural Gas Enterprise Fund
Assessment District 01-1 Ziani Project Debt Service OC Waste & Recycling Enterprise
Assessment District 92-1 Newport Ridge Debt Service OCWR - Brea/Olinda Landfill Escrow
CFD 00-1 (Series A of 2000) Ladera Debt Service OCWR Capital Project Fund
CFD 01-1 Ladera Debt Service OCWR Corrective Action Escrow
CFD 2003-1 Ladera Debt Service OCWR - Environmental Reserve
CFD 2004-1 Ladera Debt Service OCWR - FRB/Bee Canyon Landfill Escrow
CFD 2015-1 RMV (Village of Esencia) Debt Service OCWR Importation Revenue Sharing
CFD 2016-1 RMV (Village Of Esencia) Debt Service OCWR - Landfill Postclosure Maintenance
CFD 2017-1 RMV (Village Of Esencia) Debt Service OCWR - Prima Deshecha Landfill Escrow
CFD 2017-1 RMV (Village Of Esencia) IA Number 2 Debt Service
CFD 99-1 Series A of 1999 Ladera Debt Service Internal Service
Coto de Caza CFD 87-8 Debt Service Insured Health Plans ISF
Foothill Ranch CFD 87-4 Debt Service Life Insurance ISF
Golden Lantern Reassessment District 94-1 Debt Service OC Fleet Services
Irvine Coast Assessment District 88-1 Debt Service OCIT Countywide Services
Ladera CFD 2002-01 - Debt Service Property & Casualty Risk ISF
Mission Viejo CFD 87-3 (A) Debt Service Reprographics ISF
Newport Coast AD 01-1 Conversion #1 Debt Service Self-Insured Benefits ISF
Newport Coast AD 01-1 Group 2 Debt Service Self-Insured PPO Health Plans ISF
Newport Coast AD 01-1 Group 4 Conversion Debt Service Unemployment ISF
Pension Obligation Bonds Debt Service Wellness Program ISF
Rancho Santa Margarita CFD 86-1 (Series 1988) Debt Service Workers’ Compensation ISF
Rancho Santa Margarita CFD 86-2 Debt Service
Rancho Santa Margarita CFD 87-5(A) Debt Service Permanent Fund
Rancho Santa Margarita CFD 87-5B Debt Service Limestone Regional Park Mitigation Endowment
Rancho Santa Margarita CFD 87-5C Debt Service
Rancho Santa Margarita CFD 87-5D (A) Debt Service
Rancho Santa Margarita CFD 87-5E (A of 1993) Debt Service
Teeter Series A Debt Service Fund
Capital Projects
2017-1 RMV (Village of Esencia) Construction
800 MHz Countywide Coordinated Communications System (CCCS)
CFD 2016-1 RMV (Village Of Esencia) Construction
CFD 2017-1 RMV (Village Of Esencia) IA Number 2 Construction
Countywide Capital Projects Non-General Fund
Countywide IT Projects Non-General Fund
Criminal Justice Facilities - Accumulative Capital Outlay
Sheriff-Coroner Construction & Facility Development
County of Orange 45
AWARDS AND RECOGNITIONS FY 2020-21 INTRODUCTION
AWARDS AND RECOGNITIONS FY 2020-21

The County of Orange is hard at work throughout each year, providing services to Orange County's more than 3 million resi-
dents. The County's mission is to make Orange County a “safe, healthy and fulfilling place to live, work and play, today and for
generations to come, by providing outstanding, cost-effective regional public services,” and the following is a look at the recog-
nition the County received during the past fiscal year for those efforts.
California State Association of Counties (CSAC) Additional Awards

The CSAC annual awards program honors the most innova- ■ OC Procurement received the 2020 Achievement of
tive programs developed and implemented by California Excellence in Procurement (AEP) Award for a sev-
counties each year. In 2020, the County of Orange took home enth consecutive year from the National Procure-
two Challenge Awards: ment Institute, Inc. The AEP Award recognizes
organizational excellence in public and non-profit
■ Ensuring the Health and Well-Being of Seniors and
procurement.
Disabled During COVID-19 (Social Services
Agency): In response to the COVID-19 pandemic, ■ At the 45th annual PROTOS awards ceremony held by
this innovative effort began with staff volunteers the Orange County Public Relations Society of Amer-
agency-wide and grew into a coordinated county- ica, the OC Health Care Agency received the “Best in
wide collaboration to source and obtain necessary Show” Award for the “Could it be COVID?” cam-
items such as non-perishable food, adult diapers and paign.
wipes and nutritional drinks for vulnerable clients,
■ The American Society of Civil Engineers - Los Ange-
and personal protective equipment for providers.
les Section (ASCEOC) recognized OC Public Works
This program also won CSAC’s Innovation Award.
with the Small Project of the Year award for the Live
■ COVID Testing/Disaster/Emergency Response & Oak Canyon Road & Trabuco Canyon Road Safety
Management (Health Care Agency): In response to Improvements Project for its special technical
the COVID-19 pandemic, the Health Care Agency accomplishments, sophistication, scope, and engi-
launched a countywide COVID-19 Testing Network neering features.
and an integrated community outreach, marketing,
and public relations campaign targeting the hardest
hit populations.
46 County of Orange
INTRODUCTION CHARTS
CHARTS
CHARTS
County of Orange 47
Total County Revenue Budget INTRODUCTION
Total County Revenue Budget
Dedicated General Purpose

Revenue Revenue
46.9% 12.0%
Other General Fund

41.1%
General Revenue Sources

FY 2020-2021 FY 2020-2021 FY 2021-2022 Change from FY 2020-2021
Final Modified Recommended Modified Budget
Name Budget Budget Budget Amount Percent
General Purpose Revenue $ 890.1 $ 901.1 $ 926.6 $ 25.6 2.8%
Other General Fund 3,201.5 3,401.4 3,173.2 (228.2) (6.7)%
Dedicated Revenue 3,477.8 3,649.5 3,621.7 (27.8) (0.8)%
Total $ 7,569.4 $ 7,952.0 $ 7,721.5 $ (230.5) (2.9)%
48 County of Orange
INTRODUCTION County Financing
County Financing
All Funds Under the Board of Supervisors

County General
53.0% Special Revenue
21.2%
Internal Service &

Enterprise
16.8%
Orange County
Assessment Districts
Development Agency
Joint Powers & Public 1.0%
0.1%
Authority Special Districts
0.0% 7.9%
County Fund Groups

County General $ 4,091.6 $ 4,302.5 $ 4,099.8 $ (202.7) (4.7)%
Special Revenue 1,445.6 1,563.9 1,633.3 69.4 4.4%
Internal Service & Enterprise 1,382.0 1,388.3 1,294.1 (94.2) (6.8)%
Assessment Districts 83.1 128.5 73.5 (55.0) (42.8)%
Special Districts 553.0 554.7 609.3 54.6 9.8%
Joint Powers & Public Authority 2.6 2.6 2.8 0.2 7.7%
Orange County Development Agency 11.5 11.5 8.7 (2.8) (24.3)%
Total $ 7,569.4 $ 7,952.0 $ 7,721.5 $ (230.5) (2.9)%
County of Orange 49
Total County Revenues by Source INTRODUCTION
Charges For
Services
Fund Balance 11.7% Taxes
Unassigned (FBU)
15.5%
2.4%
Miscellaneous
Revenues
6.6%
Other Financing
Sources
12.0%
Intergovernmental Revenue From Use Of

Revenues Money & Property
39.1% 2.2%
Reserve Cancellations
9.5%
Fines & Forfeitures/License & Permits
1.0%
County Revenue Source

Intergovernmental Revenues $ 2,953.0 $ 3,165.1 $ 3,021.1 $ (144.0) (4.5)%
Fund Balance Unassigned (FBU) 221.0 251.2 187.3 (63.9) (25.4)%
Charges For Services 930.8 903.5 904.1 0.6 0.1%
Taxes 1,137.6 1,137.9 1,199.3 61.4 5.4%
Miscellaneous Revenues 496.6 495.8 508.4 12.6 2.5%
Other Financing Sources 862.5 992.2 925.5 (66.7) (6.7)%
Revenue From Use Of Money & Property 221.9 221.9 166.1 (55.8) (25.1)%
Reserve Cancellations 664.1 702.5 735.6 33.1 4.7%
Fines & Forfeitures/License & Permits 81.9 81.9 74.1 (7.8) (9.5)%
Total $ 7,569.4 $ 7,952.0 $ 7,721.5 $ (230.5) (2.9)%
50 County of Orange
INTRODUCTION Total County Appropriations by Program
Community Services Infrastructure & Environmental

39.8% Resources
18.3%
General
Government
Services
2.9%
Public
Protection Capital
22.1% Insurance, Reserves & Improvements
Debt Service
Miscellaneous 2.9%
2.5%
11.5%
County Program Appropriations

Pgm
Code Program Name Budget Budget Budget Amount Percent
I Public Protection $ 1,661.9 $ 1,682.7 $ 1,706.6 $ 23.9 1.4%
II Community Services 3,300.1 3,542.4 3,070.7 (471.7) (13.3)%
III Infrastructure & Environmental Resources 1,437.6 1,444.0 1,412.6 (31.4) (2.2)%
V Capital Improvements 183.7 243.6 223.9 (19.7) (8.1)%
VI Debt Service 153.7 179.1 193.4 14.3 8.0%
Total $ 7,569.4 $ 7,952.0 $ 7,721.5 $ (230.5) (2.9)%
County of Orange 51
General Fund Sources and Uses of Funds INTRODUCTION
General Fund Sources and Uses of Funds

Sources:
Intergovernmental Revenues
$2,184.7m
Charges For
Services
$534.8m
Fines/Penalties
$28.7m
Taxes
$863.3m Other Financing
Sources
Obligated Fund Miscellaneous $413.4m
Balances $73.8m
$1.1m
Uses*:
Salaries & Benefits
$2,221.2m Services &
Supplies
$1,179.4m
Other Charges
Increases to $483.1m
Reserves
$2.6m
Capital Assets
Contingencies $21.5m
$88.5m Structures &
Special Items Improvements
$207.7m $16.4m
Other Financing
Uses Intangible Assets-
$60.0m Amortizable/Non-Amortizable
$12.1m
NOTE: Approximately $192.7 million of these expenses are recovered from other funds within the County, bringing the total expenses to $4,099,813,143.
52 County of Orange
INTRODUCTION General Fund Appropriations by Program
General Fund Appropriations by Program
Community
Services
50.8%
Public
Protection
32.9%
Infrastructure &
Environmental
Resources
3.0%
Insurance, Reserves &
Miscellaneous General Government
7.7% Services
Debt
Capital 5.1%
Service
Improvements
0.0%
0.5%
General Fund Program Appropriations

Pgm
Code Program Name Budget Budget Budget Amount Percent
I Public Protection $ 1,360.4 $ 1,364.6 $ 1,348.0 $ (16.6) (1.2)%
II Community Services 2,313.7 2,493.1 2,078.3 (414.8) (16.6)%
III Infrastructure & Environmental Resources 126.2 127.2 124.2 (3.0) (2.4)%
IV General Government Services 212.5 213.2 209.0 (4.2) (2.0)%
VI Debt Service 7.0 7.1 1.7 (5.4) (76.1)%
Total $ 4,091.6 $ 4,302.5 $ 4,099.8 $ (202.7) (4.7)%
County of Orange 53
General Purpose Revenue INTRODUCTION
General Purpose Revenue
(Discretionary Funds)
FY 2021-2022 Total = $926.6 Million
Property Taxes
94.8%
Vehicle License
Fees (VLF)
0.2%
Franchises/Rents & Concessions
(Combined Other) Fund Balance
0.3% Unassigned (FBU)
0.0%
Property Tax Administration Sales &
Other Tax Decreases To Reserves
(Combined Other)
0.9% 0.1%
2.2%
Transfers In Miscellaneous Revenue
(From Other Funds) Interest
0.7% (Combined Other)
0.6% 0.2%
General Purpose Revenue (Discretionary Funds)

Property Taxes $ 828.6 $ 828.6 $ 877.7 $ 49.1 5.9%
Vehicle License Fees (VLF) 1.2 1.2 2.0 0.8 66.7%
Fund Balance Unassigned (FBU) 0.0 0.0 0.0 0.0 0.0%
Decreases To Reserves 6.5 17.5 1.1 (16.4) (93.7)%
Miscellaneous Revenue (Combined Other) 1.9 1.9 1.7 (0.2) (10.5)%
Interest 9.3 9.3 6.6 (2.7) (29.0)%
Transfers In (From Other Funds) 11.4 11.4 6.0 (5.4) (47.4)%
Sales & Other Tax 7.7 7.7 8.3 0.6 7.8%
Property Tax Administration (Combined Other) 20.8 20.8 20.5 (0.3) (1.4)%
Franchises/Rents & Concessions (Combined Other) 2.7 2.7 2.7 0.0 (0.0)%
Total $ 890.1 $ 901.1 $ 926.6 $ 25.5 2.8%
54 County of Orange
INTRODUCTION General Fund Net County Cost (NCC) by Program
General Fund Net County Cost (NCC) by Program
FY 2021-2022 Total = $926.6 Million
Community
Services
Public Protection
19.2%
54.0%
Infrastracture &
Environmental
3.9%
General
Government
Services
14.7%
Capital
Improvements
Ins., Reserves & 2.4%
Miscellaneous Debt Service
5.8% 0.0%
General Fund Program Net County Cost

Prgm Final Modified Recommended Modified Budget
Code Name Budget Budget Budget Amount Percent
I Public Protection $ 601.0 $ 601.1 $ 500.0 $ (101.1) (16.8)%
II Community Services 178.0 161.8 178.1 16.3 10.1%
III Infrastructure & Environmental Resources 36.4 36.4 36.1 (0.3) (0.8)%
VI Debt Service 0.1 0.1 0.1 0.0 0.0%
VII Insurance, Reserves & Miscellaneous (84.6) (58.1) 53.8 111.9 (192.6)%
Total $ 890.1 $ 901.1 $ 926.6 $ 25.5 2.8%
County of Orange 55
Proposition 172 Public Safety Sales Tax INTRODUCTION
Proposition 172 Public Safety Sales Tax
FY 2021-2022 Total = $358 Million
Sources: One-Half cent sales tax ($ in millions)
FY 2019-2020 FY 2020-2021 FY 2021-2022

Department Final Budget Final Budget Recommended Budget
District Attorney $ 69.1 $ 54.3 $ 71.6
Sheriff-Coroner 276.4 217.2 286.4
Totals $ 345.5 $ 271.5 $ 358.0
56 County of Orange
INTRODUCTION Realignment
Realignment
FY 2021-2022 Realignment Total = $701.1 Million
County Local Revenue Fund - 2011 Realignment 1

Estimated $ in Mental
millions Law Enforcement Supportive Services Health
Juvenile
District Justice
Enhancing Attorney Crime
Trial Law Community and Public Juvenile Prevention Local Protective Behavioral Mental
Program Area Court Enforcement Corrections Defender Justice Act Innovation Services Health Health Total
Probation $ - $ 25.0 $ 16.9 $ - $ 14.3 $ 12.1 $ - $ 0.1 $ - $ - $ 68.4
Sheriff-Coroner 49.5 0.5 49.5 - - 2.9 - - - - 102.4
District Attorney - - 1.3 1.6 - 0.7 - - - - 3.6
Public Defender - - 1.6 1.2 - 0.2 - - - - 3.0
Health Care Agency - - 19.0 - - 1.3 - - 59.7 73.9 153.9
Social Services Agency - - - - - - - 132.7 - - 132.7
Re-Entry Services - - 3.8 - - - - - - - 3.8
Local Law Enforcement - - 1.8 - - - - - - - 1.8
Local Innovation/Public - - - - - - - - - - -
Safety
Total $ 49.5 $ 25.5 $ 93.9 $ 2.8 $ 14.3 $ 17.2 $ 0.0 $ 132.8 $ 59.7 $ 73.9 $ 469.6
Realignment Revenue Trends

FY 2020-21 Projection $ 44.1 $ 24.6 $ 80.9 $ 2.5 $ 16.3 $ 15.9 $ - $ 115.1 $ 46.1 $ 73.9 $ 419.4
FY 2019-20 Actual 41.8 24.5 74.1 2.5 12.5 13.4 0.6 106.0 39.3 74.4 389.1
FY 2018-19 Actual 49.0 23.2 87.6 2.4 14.6 11.8 0.7 122.2 27.3 82.2 421.0
FY 2017-18 Actual 48.4 21.6 85.0 2.5 13.7 11.1 0.8 119.4 35.6 75.8 413.9
FY 2016-17 Actual 47.2 19.9 77.1 2.0 12.1 10.7 0.4 113.4 35.7 74.0 392.5
Estimated $ in millions Health and Welfare - 1991 Realignment 1

Program Area Health Mental Health Social Services Probation Total
Health Care Agency $ 40.1 $ 1.0 $ 7.6 $ - $ 48.7
Social Services Agency - - 152.7 - 152.7
Probation - - - 3.1 3.1
Total $ 40.1 $ 1.0 $ 160.3 $ 3.1 $ 204.5
Realignment Revenue Trends

FY 2020-21 Projection $ 38.1 $ 1.0 $ 170.8 $ 3.1 $ 213.0
FY 2019-20 Actual 38.9 1.0 164.7 3.1 207.7
FY 2018-19 Actual 38.3 1.0 167.1 3.1 209.5
FY 2017-18 Actual 38.4 1.0 152.5 3.1 195.0
FY 2016-17 Actual 39.7 1.0 124.9 3.1 168.7
1
Amounts show the anticipated use of the Realignment Funds by Department and include the County's portion of the State's $750M Realignment Funding Backfill provided with
the State's Enacted Budget.
County of Orange 57
Realignment Charts INTRODUCTION
Realignment Charts
FY 2021-22 2011 Realignment Budget

28.2% Probation
14.7%
Health Care Agency Sheriff-Coroner

32.8% 21.7%
Other
2.6%
FY 2021-22 1991 Realignment Budget

74.7%
Probation
1.5%
Health Care Agency

23.8%
58 County of Orange
INTRODUCTION Authorized Positions by Program
FY 2021-2022 Total = 17,489
Community Services
49.1%
Infrastructure &
Public Protection Environmental
34.0% Resources
7.1%
Insurance, Reserves & General Government
Miscellaneous Services
2.1% 7.7%
Authorized Program Positions
Prgm Final Modified Recommended Modified Budget
Code Name Budget Budget Budget Amount Percent
I Public Protection 6,416 6,359 5,959 (400) (6.3)%
II Community Services 8,566 8,585 8,584 (1) (0.0)%
III Infrastructure & Environmental Resources 1,270 1,244 1,242 (2) (0.2)%
IV General Government Services 1,377 1,345 1,345 0 0.0%
VII Insurance, Reserves & Miscellaneous 372 359 359 0 0.0%
Total 18,001 17,892 17,489 (403) (2.3)%
County of Orange 59
60

FY 2021-22 Total = 17,489
Community Services
8,584
49.1%
Public Protection
5,959 Infrastructure &
34.0% Environmental
Resources
1,242
7.1%
General Government
Miscellaneous 1,345
359 7.7%
2.1%
Program I Program II Program III Program IV Program VII

Public Protection Community Services Infrastructure & Environmental General Government Services Insurance, Reserves & Miscellaneous
County Automated Fingerprint 14 Child Support Services 395 Airport - Operating 169 Assessor 263 Employee Benefits 19
Identification HCA Public Guardian 36 Building & Safety General Fund 43 Auditor-Controller 404 OC Fleet Services 74
District Attorney - Public 826
Health Care Agency 2,857 OC Flood 256 Board of Supervisors - 1st District 10 OCIT Countywide Services 75
Administrator
OC Animal Care 124 OC Public Works 270 Board of Supervisors - 2nd District 10 OCIT Shared Services 140
Inmate Welfare Fund 28
OC Community Resources 107 OC Road 156 Board of Supervisors - 3rd District 10 Property & Casualty Risk ISF 12
Jail Commissary 37
OC Housing 13 OC Waste & Recycling Enterprise 284 Board of Supervisors - 4th District 10 Reprographics ISF 18
Office of Independent Review 2
OC Parks CSA26 334 OC Watersheds 42 Board of Supervisors - 5th District 10 Workers' Compensation ISF 21
Probation 1,115
OC Public Libraries 377 Parking Facilities 3 CEO Real Estate 30 Total 359
Public Administrator 19
Orange County Housing Authority 114 Utilities 19 Clerk of the Board 26
Public Defender 362
(OCHA) Total 1,242 Clerk-Recorder 111
Sheriff-Coroner 3,556
Social Services Agency 4,227 County Counsel 98
Total 5,959 Total 8,584

County Executive Office 77
Human Resource Services 152
Internal Audit 13
OC Campaign Finance and Ethics 2
Commission
County of Orange
INTRODUCTION
Registrar of Voters 49
Treasurer-Tax Collector 70
NOTE: Programs V and VI do not have any authorized positions. Total 1,345
INTRODUCTION SCHEDULES
SCHEDULES
SCHEDULES
County of Orange 61
Budget Comparison by Agency and Department
62

A B C D E F G H I J
Program Name FY 20-21 FY 20-21 FY 20-21 FY 21-22 FY 21-22 FY 21-22 Approp. Variance NCC Variance
Final Final Final Recommended Recommended Recommended (FY 20-21 Final vs. FY 21-22 Recommended)
Budget Control Name Budget Budget Budget Budget Budget Budget ($) (%) ($) (%)
Approp Rev NCC Approp Rev NCC D-A G/A F-C I/C
PROGRAM I - PUBLIC PROTECTION
026 District Attorney - Public Administrator $ 166,624,429 $ 86,829,014 $ 79,795,415 $ 173,137,254 $ 102,042,068 $ 71,095,186 $ 6,512,825 3.91 $ (8,700,229) (10.90)
029 Public Administrator 3,804,240 1,348,000 2,456,240 3,887,240 1,431,000 2,456,240 83,000 2.18 0 0.00
032 Emergency Management Division 3,792,120 1,978,886 1,813,234 0 0 0 (3,792,120) (100.00) (1,813,234) (100.00)
041 Grand Jury 585,885 0 585,885 585,885 0 585,885 0 0.00 0 0.00
045 Juvenile Justice Commission 180,151 0 180,151 180,151 0 180,151 0 0.00 0 0.00
047 Sheriff Court Operations 51,036,148 44,144,721 6,891,427 0 0 0 (51,036,148) (100.00) (6,891,427) (100.00)
048 Detention Release 1,698,715 10,000 1,688,715 1,698,715 10,000 1,688,715 0 0.00 0 0.00
051 Office of Independent Review 587,176 0 587,176 626,950 0 626,950 39,774 6.77 39,774 6.77
057 Probation 194,405,696 85,243,736 109,161,960 193,224,381 88,077,186 105,147,195 (1,181,315) (0.61) (4,014,765) (3.68)
058 Public Defender 89,741,469 6,671,041 83,070,428 87,791,568 5,547,940 82,243,628 (1,949,901) (2.17) (826,800) (1.00)
060 Sheriff-Coroner 775,503,427 511,926,290 263,577,137 813,806,305 628,985,273 184,821,032 38,302,878 4.94 (78,756,105) (29.88)
073 Alternate Defense 5,726,891 48,500 5,678,391 5,726,891 48,500 5,678,391 0 0.00 0 0.00
081 Trial Courts 66,725,899 21,131,172 45,594,727 67,375,615 21,780,888 45,594,727 649,716 0.97 0 0.00
GENERAL FUNDS SUBTOTAL $1,360,412,246 $ 759,331,360 $ 601,080,886 $1,348,040,955 $ 847,922,855 $ 500,118,100 $ (12,371,291) (0.91) $ (100,962,786) (16.80)
109 County Automated Fingerprint $ 2,258,919 $ 2,258,919 $ 0 $ 2,330,408 $ 2,330,408 $ 0 $ 71,489 3.16 $ 0 0.00
Identification
116 Narcotic Forfeiture and Seizure 553,991 553,991 0 743,958 743,958 0 189,967 34.29 0 0.00
122 Motor Vehicle Theft Task Force 3,580,726 3,580,726 0 5,285,526 5,285,526 0 1,704,800 47.61 0 0.00
126 Regional Narcotics Suppression 2,864,268 2,864,268 0 3,533,822 3,533,822 0 669,554 23.38 0 0.00
Program - Other
12G Real Estate Prosecution Fund 1,610,000 1,610,000 0 2,210,500 2,210,500 0 600,500 37.30 0 0.00
12H Proposition 64 - Consumer Protection 5,180,118 5,180,118 0 4,505,000 4,505,000 0 (675,118) (13.03) 0 0.00
County of Orange
12J Proposition 69 - DNA Identification Fund 701,114 701,114 0 1,071,642 1,071,642 0 370,528 52.85 0 0.00
INTRODUCTION
132 Sheriff Narcotics Program - Department 10,218,474 10,218,474 0 11,147,396 11,147,396 0 928,922 9.09 0 0.00
of Justice
133 Sheriff Narcotics Program - Other 2,447,764 2,447,764 0 2,088,113 2,088,113 0 (359,651) (14.69) 0 0.00
County of Orange
INTRODUCTION
A B C D E F G H I J
134 Orange County Jail Fund 501,108 501,108 0 240,093 240,093 0 (261,015) (52.09) 0 0.00
139 Sheriff Narcotics Program - CALMMET - 1,134,411 1,134,411 0 1,499,840 1,499,840 0 365,429 32.21 0 0.00
Treasury
13B Traffic Violator Fund 1,007,312 1,007,312 0 964,747 964,747 0 (42,565) (4.23) 0 0.00
13P State Criminal Alien Assistance 2,692,641 2,692,641 0 2,695,953 2,695,953 0 3,312 0.12 0 0.00
Program (SCAAP)
13R Sheriff-Coroner Replacement & 22,007,220 22,007,220 0 23,846,905 23,846,905 0 1,839,685 8.36 0 0.00
Maintenance Fund (SCRAM)
141 Sheriff's Substations Fee Program 986,461 986,461 0 141,086 141,086 0 (845,375) (85.70) 0 0.00
142 Sheriff's Court Ops - Special Collections 4,599,358 4,599,358 0 2,447,241 2,447,241 0 (2,152,117) (46.79) 0 0.00
143 Jail Commissary 9,760,116 9,760,116 0 10,122,237 10,122,237 0 362,121 3.71 0 0.00
144 Inmate Welfare Fund 17,210,530 17,210,530 0 16,422,320 16,422,320 0 (788,210) (4.58) 0 0.00
14D CAL-ID Operational Costs 2,122,709 2,122,709 0 2,109,490 2,109,490 0 (13,219) (0.62) 0 0.00
14E CAL-ID System Costs 38,764,189 38,764,189 0 41,365,206 41,365,206 0 2,601,017 6.71 0 0.00
14G Sheriff's Supplemental Law 2,628,564 2,628,564 0 2,419,768 2,419,768 0 (208,796) (7.94) 0 0.00
Enforcement Services
14H District Attorney's Supp Law 1,424,698 1,424,698 0 1,703,517 1,703,517 0 278,819 19.57 0 0.00
14J Excess Public Safety Sales Tax 3,249,814 3,249,814 0 4,362,180 4,362,180 0 1,112,366 34.23 0 0.00
14Q Sheriff-Coroner Construction and 163,828,993 163,828,993 0 215,123,616 215,123,616 0 51,294,623 31.31 0 0.00
Facility Development
14R Ward Welfare 122,147 122,147 0 182,434 182,434 0 60,287 49.36 0 0.00

15N Delta Special Revenue 17,900 17,900 0 17,345 17,345 0 (555) (3.10) 0 0.00
NON-GENERAL FUNDS SUBTOTAL $ 301,473,545 $ 301,473,545 $ 0 $ 358,580,343 $ 358,580,343 $ 0 $ 57,106,798 18.94 $ 0 0.00
TOTAL - PUBLIC PROTECTION $1,661,885,791 $1,060,804,905 $ 601,080,886 $1,706,621,298 $1,206,503,198 $ 500,118,100 $ 44,735,507 2.69 $ (100,962,786) (16.80)
PROGRAM II - COMMUNITY SERVICES

012 OC Community Resources $ 146,671,930 $ 139,882,197 $ 6,789,733 $ 50,085,101 $ 44,648,443 $ 5,436,658 $ (96,586,829) (65.85) $ (1,353,075) (19.93)
024 OC Animal Care 0 0 0 22,744,461 21,793,715 950,746 22,744,461 0.00 950,746 0.00
027 Department of Child Support Services 59,846,176 59,846,176 0 56,800,000 56,800,000 0 (3,046,176) (5.09) 0 0.00
030 Health Care Agency - Public Guardian 5,797,487 1,043,641 4,753,846 5,529,835 775,989 4,753,846 (267,652) (4.62) 0 0.00
63
64

A B C D E F G H I J
042 Health Care Agency 1,093,680,247 993,535,443 100,144,804 896,805,979 796,171,997 100,633,982 (196,874,268) (18.00) 489,178 0.49
063 Social Services Agency 1,007,609,813 941,251,705 66,358,108 1,046,387,832 980,029,724 66,358,108 38,778,019 3.85 0 0.00
GENERAL FUNDS SUBTOTAL $2,313,605,653 $2,135,559,162 $ 178,046,491 $2,078,353,208 $1,900,219,868 $ 178,133,340 $ (235,252,445) (10.17) $ 86,849 0.05
102 Santa Ana Regional Center Lease $ 2,121,319 $ 2,121,319 $ 0 $ 2,582,175 $ 2,582,175 $ 0 $ 460,856 21.72 $ 0 0.00
Conveyance
106 County Tidelands - Newport Bay 7,407,800 7,407,800 0 6,906,322 6,906,322 0 (501,478) (6.77) 0 0.00
108 OC Dana Point Harbor 22,519,661 22,519,661 0 20,263,498 20,263,498 0 (2,256,163) (10.02) 0 0.00
117 OC Housing Authority - Operating 3,762,636 3,762,636 0 3,505,685 3,505,685 0 (256,951) (6.83) 0 0.00
Reserves
119 OC Public Libraries - Capital 4,572,582 4,572,582 0 13,038,058 13,038,058 0 8,465,476 185.14 0 0.00
120 OC Public Libraries 71,771,324 71,771,324 0 75,365,459 75,365,459 0 3,594,135 5.01 0 0.00
121 OC Animal Care Donations 160,000 160,000 0 120,000 120,000 0 (40,000) (25.00) 0 0.00
123 Dispute Resolution Program 1,010,856 1,010,856 0 716,598 716,598 0 (294,258) (29.11) 0 0.00
124 Domestic Violence Program 1,044,786 1,044,786 0 899,368 899,368 0 (145,418) (13.92) 0 0.00
12A MHSA Housing Fund 5,514,770 5,514,770 0 6,204,104 6,204,104 0 689,334 12.50 0 0.00
12C Child Support Program Development 7,794,449 7,794,449 0 6,260,288 6,260,288 0 (1,534,161) (19.68) 0 0.00
12S SSA Donations & Fees 1,382,152 1,382,152 0 818,000 818,000 0 (564,152) (40.82) 0 0.00
12W SSA Wraparound 29,610,634 29,610,634 0 25,868,937 25,868,937 0 (3,741,697) (12.64) 0 0.00
138 Medi-Cal Administrative Activities/ 1,078,784 1,078,784 0 1,099,659 1,099,659 0 20,875 1.94 0 0.00
Targeted Case Management
13N OC Tobacco Settlement Fund 39,659,102 39,659,102 0 45,154,803 45,154,803 0 5,495,701 13.86 0 0.00
13S Emergency Medical Services 7,724,538 7,724,538 0 7,724,538 7,724,538 0 0 0.00 0 0.00
13T HCA Purpose Restricted Revenues 10,719,408 10,719,408 0 8,007,281 8,007,281 0 (2,712,127) (25.30) 0 0.00
13U HCA Interest Bearing Purpose 4,904,174 4,904,174 0 3,398,000 3,398,000 0 (1,506,174) (30.71) 0 0.00
Restricted Revenue
13W HCA Realignment 1,000,000 1,000,000 0 0 0 0 (1,000,000) (100.00) 0 0.00
13Y Mental Health Services Act 256,885,497 256,885,497 0 244,484,349 244,484,349 0 (12,401,148) (4.83) 0 0.00
County of Orange
13Z Bioterrorism Center for Disease Control 3,654,347 3,654,347 0 3,991,907 3,991,907 0 337,560 9.24 0 0.00
INTRODUCTION
Fund
146 Workforce Investment Act 14,324,060 14,324,060 0 13,736,659 13,736,659 0 (587,401) (4.10) 0 0.00
County of Orange
INTRODUCTION
A B C D E F G H I J
14T Facilities Development And 3,192,010 3,192,010 0 5,230,103 5,230,103 0 2,038,093 63.85 0 0.00
Maintenance Fund
15B CEO Single Family Housing 1,015,000 1,015,000 0 1,515,000 1,515,000 0 500,000 49.26 0 0.00
15F Orange County Housing Authority 237,543,722 237,543,722 0 255,343,463 255,343,463 0 17,799,741 7.49 0 0.00
(OCHA)
15G OC Housing 17,903,138 17,903,138 0 17,575,364 17,575,364 0 (327,774) (1.83) 0 0.00
15H CalHome Program Reuse Fund 1,144,942 1,144,942 0 1,156,736 1,156,736 0 11,794 1.03 0 0.00
15K Limestone Regional Park Mitigation 6,865 6,865 0 6,800 6,800 0 (65) (0.95) 0 0.00
Endowment
15U Strategic Priority Affordable Housing 332,245 332,245 0 352,553 352,553 0 20,308 6.11 0 0.00
16D OC Animal Shelter Construction Fund 4,767,156 4,767,156 0 2,764,493 2,764,493 0 (2,002,663) (42.01) 0 0.00
170 Housing Asset Fund 11,473,357 11,473,357 0 8,735,629 8,735,629 0 (2,737,728) (23.86) 0 0.00
405 OC Parks CSA26 166,571,401 166,571,401 0 166,704,101 166,704,101 0 132,700 0.08 0 0.00
406 OC Parks Capital 37,356,000 37,356,000 0 35,623,433 35,623,433 0 (1,732,567) (4.64) 0 0.00
459 N. Tustin Landscape & Lighting 3,760,500 3,760,500 0 4,352,775 4,352,775 0 592,275 15.75 0 0.00
Assessment District
477 County Service Area #22 - East Yorba 151,447 151,447 0 125,717 125,717 0 (25,730) (16.99) 0 0.00
Linda
590 In-Home Supportive Services Public 2,640,536 2,640,536 0 2,752,305 2,752,305 0 111,769 4.23 0 0.00
Authority
TOTAL - COMMUNITY SERVICES $3,300,086,851 $3,122,040,360 $ 178,046,491 $3,070,737,368 $2,892,604,028 $ 178,133,340 $ (229,349,483) (6.95) $ 86,849 0.05

PROGRAM III - INFRASTRUCTURE & ENVIRONMENTAL
034 OC Watersheds $ 17,948,636 $ 17,948,636 $ 0 $ 17,207,129 $ 17,207,129 $ 0 $ (741,507) (4.13) $ 0 0.00
040 Utilities 29,457,683 10,044,790 19,412,893 30,882,152 11,469,259 19,412,893 1,424,469 4.84 0 0.00
071 Building & Safety General Fund 14,443,241 14,359,241 84,000 15,036,052 14,952,052 84,000 592,811 4.10 0 0.00
080 OC Public Works 64,395,233 47,483,125 16,912,108 61,087,852 44,480,522 16,607,330 (3,307,381) (5.14) (304,778) (1.80)
GENERAL FUNDS SUBTOTAL $ 126,244,793 $ 89,835,792 $ 36,409,001 $ 124,213,185 $ 88,108,962 $ 36,104,223 $ (2,031,608) (1.61) $ (304,778) (0.84)
113 Building and Safety $ 214,800 $ 214,800 $ 0 $ 356,500 $ 356,500 $ 0 $ 141,700 65.97 $ 0 0.00
115 OC Road 77,813,132 77,813,132 0 77,102,891 77,102,891 0 (710,241) (0.91) 0 0.00
65
66

A B C D E F G H I J
128 Survey Monument Preservation 137,189 137,189 0 94,200 94,200 0 (42,989) (31.34) 0 0.00
137 Parking Facilities 5,648,954 5,648,954 0 5,484,445 5,484,445 0 (164,509) (2.91) 0 0.00
140 Air Quality Improvement 208,260 208,260 0 251,050 251,050 0 42,790 20.55 0 0.00
148 Foothill Circulation Phasing Plan 247,605 247,605 0 522,173 522,173 0 274,568 110.89 0 0.00
151 South County Roadway Improvement 10,300,000 10,300,000 0 8,000,000 8,000,000 0 (2,300,000) (22.33) 0 0.00
Program (SCRIP)
15T El Toro Improvement Fund 7,071,903 7,071,903 0 4,921,050 4,921,050 0 (2,150,853) (30.41) 0 0.00
174 OC Road - Capital Improvement 53,701,242 53,701,242 0 66,576,269 66,576,269 0 12,875,027 23.98 0 0.00
Projects
273 OCWR Capital Project Fund 63,035,902 63,035,902 0 78,778,442 78,778,442 0 15,742,540 24.97 0 0.00
274 OCWR Corrective Action Escrow 730,657 730,657 0 652,581 652,581 0 (78,076) (10.69) 0 0.00
275 OCWR - Environmental Reserve 36,891,801 36,891,801 0 10,600,000 10,600,000 0 (26,291,801) (71.27) 0 0.00
279 OCWR - Landfill PostClosure 78,176,815 78,176,815 0 23,733,000 23,733,000 0 (54,443,815) (69.64) 0 0.00
Maintenance
280 Airport - Operating Enterprise 247,225,082 247,225,082 0 211,769,324 211,769,324 0 (35,455,758) (14.34) 0 0.00
281 Airport Construction Fund 75,262,365 75,262,365 0 35,483,000 35,483,000 0 (39,779,365) (52.85) 0 0.00
283 Airport Debt Service Fund 21,775,459 21,775,459 0 80,248,525 80,248,525 0 58,473,066 268.53 0 0.00
284 OCWR-FRB/Bee Canyon Landfill Escrow 2,371,440 2,371,440 0 2,636,126 2,636,126 0 264,686 11.16 0 0.00
286 OCWR - Brea/Olinda Landfill Escrow 1,900,000 1,900,000 0 2,000,000 2,000,000 0 100,000 5.26 0 0.00
287 OCWR - Prima Deshecha Landfill 900,000 900,000 0 1,300,000 1,300,000 0 400,000 44.44 0 0.00
Escrow
295 OCWR Importation Revenue Sharing 62,075,000 62,075,000 0 50,146,839 50,146,839 0 (11,928,161) (19.22) 0 0.00
299 OC Waste & Recycling Enterprise 220,502,719 220,502,719 0 225,214,480 225,214,480 0 4,711,761 2.14 0 0.00
400 OC Flood 194,871,556 194,871,556 0 190,263,038 190,263,038 0 (4,608,518) (2.36) 0 0.00

401 OC Flood - Capital Improvement 75,594,600 75,594,600 0 78,896,581 78,896,581 0 3,301,981 4.37 0 0.00
Projects
404 OC Flood - Capital 74,682,963 74,682,963 0 133,343,618 133,343,618 0 58,660,655 78.55 0 0.00
468 County Service Area #13 - La Mirada 20,749 20,749 0 33,347 33,347 0 12,598 60.72 0 0.00
County of Orange
INTRODUCTION
NON-GENERAL FUNDS SUBTOTAL $1,311,360,193 $1,311,360,193 $ 0 $1,288,407,479 $1,288,407,479 $ 0 $ (22,952,714) (1.75) $ 0 0.00
TOTAL - INFRASTRUCTURE & $1,437,604,986 $1,401,195,985 $ 36,409,001 $1,412,620,664 $1,376,516,441 $ 36,104,223 $ (24,984,322) (1.74) $ (304,778) (0.84)
ENVIRONMENTAL
County of Orange
INTRODUCTION
A B C D E F G H I J
PROGRAM IV - GENERAL GOVERNMENT SERVICES
002 Assessor $ 45,604,713 $ 2,464,197 $ 43,140,516 $ 43,250,518 $ 110,002 $ 43,140,516 $ (2,354,195) (5.16) $ 0 0.00
003 Auditor-Controller 19,006,954 9,206,008 9,800,946 19,190,281 9,336,835 9,853,446 183,327 0.96 52,500 0.54
006 Board of Supervisors - 1st District 1,308,283 0 1,308,283 1,562,906 0 1,562,906 254,623 19.46 254,623 19.46
007 Board of Supervisors - 2nd District 1,308,283 0 1,308,283 1,562,906 0 1,562,906 254,623 19.46 254,623 19.46
008 Board of Supervisors - 3rd District 1,308,283 0 1,308,283 1,562,906 0 1,562,906 254,623 19.46 254,623 19.46
009 Board of Supervisors - 4th District 1,308,283 0 1,308,283 1,562,906 0 1,562,906 254,623 19.46 254,623 19.46
010 Board of Supervisors - 5th District 1,308,283 0 1,308,283 1,562,906 0 1,562,906 254,623 19.46 254,623 19.46
011 Clerk of the Board 5,588,684 295,914 5,292,770 5,367,770 75,000 5,292,770 (220,914) (3.95) 0 0.00
014 CAPS Program 11,753,321 395,292 11,358,029 11,721,734 363,705 11,358,029 (31,587) (0.27) 0 0.00
015 Property Tax System Centralized O&M 4,578,646 1,084,195 3,494,451 6,004,455 2,510,004 3,494,451 1,425,809 31.14 0 0.00
Support
017 County Executive Office 25,793,192 11,103,555 14,689,637 26,338,248 10,745,846 15,592,402 545,056 2.11 902,765 6.15
025 County Counsel 11,358,974 4,333,755 7,025,219 10,453,322 3,428,103 7,025,219 (905,652) (7.97) 0 0.00
031 Registrar of Voters 27,728,599 15,452,984 12,275,615 21,181,929 2,779,602 18,402,327 (6,546,670) (23.61) 6,126,712 49.91
035 CEO Real Estate 8,627,303 4,683,105 3,944,198 8,843,519 4,899,321 3,944,198 216,216 2.51 0 0.00
050 Performance Audit 802,766 0 802,766 0 0 0 (802,766) (100.00) (802,766) (100.00)
052 OC Campaign Finance and Ethics 455,406 3,750 451,656 455,406 3,750 451,656 0 0.00 0 0.00
Commission
054 Human Resource Services 7,953,685 3,567,162 4,386,523 6,719,702 2,269,054 4,450,648 (1,233,983) (15.51) 64,125 1.46
059 Clerk-Recorder 17,772,586 17,772,586 0 23,000,000 23,000,000 0 5,227,414 29.41 0 0.00

074 Treasurer-Tax Collector 16,159,333 11,986,205 4,173,128 15,780,181 12,947,456 2,832,725 (379,152) (2.35) (1,340,403) (32.12)
079 Internal Audit 2,806,055 0 2,806,055 2,831,055 25,000 2,806,055 25,000 0.89 0 0.00
GENERAL FUNDS SUBTOTAL $ 212,531,632 $ 82,348,708 $ 130,182,924 $ 208,952,650 $ 72,493,678 $ 136,458,972 $ (3,578,982) (1.68) $ 6,276,048 4.82
107 Remittance Processing Equipment $ 300,920 $ 300,920 $ 0 $ 450,920 $ 450,920 $ 0 $ 150,000 49.85 $ 0 0.00
Replacement
12D Clerk-Recorder Special Revenue Fund 7,628,466 7,628,466 0 9,253,924 9,253,924 0 1,625,458 21.31 0 0.00
12E Clerk-Recorder Operating Reserve Fund 967,402 967,402 0 5,085,000 5,085,000 0 4,117,598 425.63 0 0.00
67
68

A B C D E F G H I J
12P Assessor Property Characteristics 200,000 200,000 0 200,000 200,000 0 0 0.00 0 0.00
Revenue
135 Real Estate Development Program 1,765,290 1,765,290 0 2,247,902 2,247,902 0 482,612 27.34 0 0.00
TOTAL - GENERAL GOVERNMENT $ 223,393,710 $ 93,210,786 $ 130,182,924 $ 226,190,396 $ 89,731,424 $ 136,458,972 $ 2,796,686 1.25 $ 6,276,048 4.82
SERVICES
PROGRAM V - CAPITAL IMPROVEMENTS

036 Capital Projects $ 29,958,893 $ 5,000,000 $ 24,958,893 $ 17,990,893 $ 0 $ 17,990,893 $ (11,968,000) (39.95) $ (6,968,000) (27.92)
038 Data Systems Development Projects 4,000,000 0 4,000,000 4,000,000 0 4,000,000 0 0.00 0 0.00
GENERAL FUNDS SUBTOTAL $ 33,958,893 $ 5,000,000 $ 28,958,893 $ 21,990,893 $ 0 $ 21,990,893 $ (11,968,000) (35.24) $ (6,968,000) (24.06)
104 Criminal Justice Facilities - $ 25,782,867 $ 25,782,867 $ 0 $ 18,880,975 $ 18,880,975 $ 0 $ (6,901,892) (26.77) $ 0 0.00
Accumulative Capital Outlay
15D Countywide Capital Projects Non- 83,984,467 83,984,467 0 151,456,426 151,456,426 0 67,471,959 80.34 0 0.00
General Fund
15I Countywide IT Projects Non-General 12,256,273 12,256,273 0 9,764,424 9,764,424 0 (2,491,849) (20.33) 0 0.00
Fund
15L 800 MHz CCCS 8,103,115 8,103,115 0 13,999,115 13,999,115 0 5,896,000 72.76 0 0.00
431 Special Assessment-Top of the World 45,107 45,107 0 19,664 19,664 0 (25,443) (56.41) 0 0.00
Improvement
559 CFD 2016-1 RMV (Village of Esencia) 76,001 76,001 0 0 0 0 (76,001) (100.00) 0 0.00
Construction
561 2017-1 RMV (Village of Esencia) 19,504,560 19,504,560 0 7,772,230 7,772,230 0 (11,732,330) (60.15) 0 0.00
Construction
563 CFD 2017-1 RMV (Village of Esencia) IA 0 0 0 0 0 0 0 0.00 0 0.00
No. 2 Construction
County of Orange
INTRODUCTION
TOTAL - CAPITAL IMPROVEMENTS $ 183,711,283 $ 154,752,390 $ 28,958,893 $ 223,883,727 $ 201,892,834 $ 21,990,893 $ 40,172,444 21.87 $ (6,968,000) (24.06)
County of Orange
INTRODUCTION
A B C D E F G H I J
PROGRAM VI - DEBT SERVICE
019 Capital Acquisition Financing $ 6,968,830 $ 6,918,830 $ 50,000 $ 1,664,900 $ 1,614,900 $ 50,000 $ (5,303,930) (76.11) $ 0 0.00
022 Prepaid Pension Obligation 21,480 21,480 0 9,500 9,500 0 (11,980) (55.77) 0 0.00
GENERAL FUNDS SUBTOTAL $ 6,990,310 $ 6,940,310 $ 50,000 $ 1,674,400 $ 1,624,400 $ 50,000 $ (5,315,910) (76.05) $ 0 0.00
15J Pension Obligation Bonds Debt Service $ 15,503,022 $ 15,503,022 $ 0 $ 3,546,010 $ 3,546,010 $ 0 $ (11,957,012) (77.13) $ 0 0.00
15Y Teeter Series A Debt Service Fund 67,752,000 67,752,000 0 122,507,000 122,507,000 0 54,755,000 80.82 0 0.00
433 Golden Lantern Reassessment District 392,439 392,439 0 362,712 362,712 0 (29,727) (7.57) 0 0.00
94-1 Debt Service
479 CFD 99-1 Series A of 1999 Ladera - 2,089,000 2,089,000 0 2,114,425 2,114,425 0 25,425 1.22 0 0.00
Debt Service
487 Ladera CFD 2002-01 Debt Service 5,311,981 5,311,981 0 5,394,189 5,394,189 0 82,208 1.55 0 0.00
488 Rancho Santa Margarita CFD 86-1 3,235,036 3,235,036 0 3,228,593 3,228,593 0 (6,443) (0.20) 0 0.00
(Series 1988) - Debt Service
492 Mission Viejo CFD 87-3 (A) - Debt 114,189 114,189 0 76,776 76,776 0 (37,413) (32.76) 0 0.00
Service
501 Rancho Santa Margarita CFD 87-5(A) - 96,671 96,671 0 59,007 59,007 0 (37,664) (38.96) 0 0.00
Debt Service
505 Foothill Ranch CFD 87-4 - Debt Service 2,996,525 2,996,525 0 2,985,722 2,985,722 0 (10,803) (0.36) 0 0.00
507 Irvine Coast Assessment District 88-1 - 725,808 725,808 0 700,549 700,549 0 (25,259) (3.48) 0 0.00
Debt Service
509 Rancho Santa Margarita CFD 87-5B - 1,258,012 1,258,012 0 1,237,939 1,237,939 0 (20,073) (1.60) 0 0.00

Debt Service
513 Coto de Caza CFD 87-8 - Debt Service 350,960 350,960 0 319,508 319,508 0 (31,452) (8.96) 0 0.00
516 Assessment Dist 01-1 Ziani Project - 523,012 523,012 0 523,784 523,784 0 772 0.15 0 0.00
Debt Service
517 Rancho Santa Margarita CFD 87-5C - 166,763 166,763 0 138,809 138,809 0 (27,954) (16.76) 0 0.00
Debt Service
521 Rancho Santa Margarita CFD 87-5D (A) 127,409 127,409 0 87,554 87,554 0 (39,855) (31.28) 0 0.00
- Debt Service
523 Newport Coast AD 01-1 Group 2 Debt 1,095,395 1,095,395 0 1,096,703 1,096,703 0 1,308 0.12 0 0.00
Service
69
70

A B C D E F G H I J
52T Newport Coast AD 01-1 Conversion #1 1,422,178 1,422,178 0 1,424,389 1,424,389 0 2,211 0.16 0 0.00
Debt Service
530 CFD 2004-1 Ladera Debt Service 7,352,809 7,352,809 0 7,444,528 7,444,528 0 91,719 1.25 0 0.00
533 CFD 01-1 Ladera - Debt Service 2,698,875 2,698,875 0 2,735,975 2,735,975 0 37,100 1.37 0 0.00
534 AD 01-1 Group 3 Debt Service 1,227,310 1,227,310 0 1,226,743 1,226,743 0 (567) (0.05) 0 0.00
536 Newport Coast AD 01-1 Group 4 1,237,130 1,237,130 0 1,236,830 1,236,830 0 (300) (0.02) 0 0.00
Conversion Debt Service
541 CFD 2015-1 RMV (Village of Esencia) 7,955,731 7,955,731 0 8,039,457 8,039,457 0 83,726 1.05 0 0.00
Debt Service
547 CFD 00-1 (Series A of 2000) Ladera - 2,679,600 2,679,600 0 2,709,850 2,709,850 0 30,250 1.13 0 0.00
Debt Service
549 Rancho Santa Margarita CFD 87-5E (A 330,685 330,685 0 307,881 307,881 0 (22,804) (6.90) 0 0.00
of 1993) - Debt Service
551 Assessment District 92-1 Newport 1,967,556 1,967,556 0 1,936,283 1,936,283 0 (31,273) (1.59) 0 0.00
Ridge - Debt Service
555 CFD 2003-1 Ladera Debt Service 4,390,971 4,390,971 0 4,459,159 4,459,159 0 68,188 1.55 0 0.00
Debt Service
Debt Service
564 CFD 2017-1 RMV (Village of Esencia) IA 0 0 0 1,919,200 1,919,200 0 1,919,200 0.00 0 0.00
No. 2 Debt Service
TOTAL - DEBT SERVICE $ 153,708,230 $ 153,658,230 $ 50,000 $ 193,389,147 $ 193,339,147 $ 50,000 $ 39,680,917 25.82 $ 0 0.00
PROGRAM VII - INSURANCE, RESERVES & MISCELLANEOUS

004 Miscellaneous $ 30,288,580 $ 117,787,598 $ (87,499,018) $ 305,577,704 $ 257,202,590 $ 48,375,114 $ 275,289,124 908.89 $ 135,874,132 (155.29)
037 OCIT Shared Services 3,036,410 3,036,410 0 3,771,603 3,771,603 0 735,193 24.21 0 0.00
039 IBM Mainframe 2,395,550 0 2,395,550 2,395,550 0 2,395,550 0 0.00 0 0.00
County of Orange
INTRODUCTION
056 Employee Benefits 2,092,550 1,627,667 464,883 2,287,575 1,822,692 464,883 195,025 9.32 0 0.00
100 General Fund 0 890,089,610 (890,089,610) 2,555,420 926,646,495 (924,091,075) 2,555,420 0.00 (34,001,465) 3.82
GENERAL FUNDS SUBTOTAL $ 37,813,090 $1,012,541,285 $ (974,728,195) $ 316,587,852 $1,189,443,380 $ (872,855,528) $ 278,774,762 737.24 $ 101,872,667 (10.45)
County of Orange
INTRODUCTION
A B C D E F G H I J
270 Compressed Natural Gas Enterprise $ 35,030 $ 35,030 $ 0 $ 366,139 $ 366,139 $ 0 $ 331,109 945.22 $ 0 0.00
Fund
289 OCIT Countywide Services 102,027,692 102,027,692 0 112,783,527 112,783,527 0 10,755,835 10.54 0 0.00
290 Insured Health Plans ISF 196,236,207 196,236,207 0 196,187,351 196,187,351 0 (48,856) (0.02) 0 0.00
291 Unemployment ISF 5,624,880 5,624,880 0 4,076,361 4,076,361 0 (1,548,519) (27.53) 0 0.00
292 Self-Insured PPO Health Plans ISF 89,972,746 89,972,746 0 85,236,439 85,236,439 0 (4,736,307) (5.26) 0 0.00
293 Workers' Compensation ISF 63,312,639 63,312,639 0 64,587,970 64,587,970 0 1,275,331 2.01 0 0.00
294 Property & Casualty Risk ISF 33,681,577 33,681,577 0 33,981,378 33,981,378 0 299,801 0.89 0 0.00
295 OCWR Importation Revenue Sharing 0 0 0 0 0 0 0 0.00 0 0.00
296 OC Fleet Services 54,572,237 54,572,237 0 52,019,860 52,019,860 0 (2,552,377) (4.68) 0 0.00
297 Reprographics ISF 8,627,449 8,627,449 0 9,305,549 9,305,549 0 678,100 7.86 0 0.00
298 Self-Insured Benefits Internal Service 9,413,712 9,413,712 0 7,692,431 7,692,431 0 (1,721,281) (18.28) 0 0.00
Fund
29W Wellness Program Internal Service Fund 6,799,725 6,799,725 0 4,314,549 4,314,549 0 (2,485,176) (36.55) 0 0.00
29Z Life Insurance ISF 890,304 890,304 0 942,007 942,007 0 51,703 5.81 0 0.00
NON-GENERAL FUNDS SUBTOTAL $ 571,194,198 $ 571,194,198 $ 0 $ 571,493,561 $ 571,493,561 $ 0 $ 299,363 0.05 $ 0 0.00
TOTAL - INSURANCE, RESERVES & $ 609,007,288 $1,583,735,483 $ (974,728,195) $ 888,081,413 $1,760,936,941 $ (872,855,528) $ 279,074,125 45.82 $ 101,872,667 (10.45)
MISCELLANEOUS
OTHER FUNDS SUBTOTAL $4,091,556,617 $4,091,556,617 $ 0 $4,099,813,143 $4,099,813,143 $ 0 $ 8,256,526 0.20 $ 0 0.00

GENERAL FUNDS TOTAL $3,477,841,522 $3,477,841,522 $ 0 $3,621,710,870 $3,621,710,870 $ 0 $ 143,869,348 4.14 $ 0 0.00
OTHER FUNDS SUBTOTAL $7,569,398,139 $7,569,398,139 $ 0 $7,721,524,013 $7,721,524,013 $ 0 $ 152,125,874 2.01 $ 0 0.00
71
FY 2021-22 Summary Of Obligated Fund Balances
72

ESTIMATED
OBLIGATED FUND OBLIGATED FUND
OBLIGATED FUND BALANCE BALANCES AS OF INCREASES OR BALANCES AS OF
FUND FUND DESCRIPTION DESCRIPTION JUNE 30, 2021 CANCELLATIONS NEW RESERVES JUNE 30, 2022
GENERAL FUND
100 County General Fund Assigned for Contingencies 25,218,880 0 0 25,218,880
Assigned For Teeter Loss Reserve 30,000,000 0 0 30,000,000
Assigned for Maintenance & Construction 7,792,379 1,095,840 0 6,696,539
Assigned for Capital Projects 45,088,489 0 2,555,420 47,643,909
Assigned 58,606,508 0 0 58,606,508
Restricted for 2011 Public Safety 58,275,960 0 0 58,275,960
Realignment
Assigned For Imprest Cash/Cash Difference 1,847,210 0 0 1,847,210
Nonspendable for Inventory 1,488,374 0 0 1,488,374
Nonspendable for Prepaid Costs 3,920 0 0 3,920
Assigned For Reserve Target 534,159,094 0 0 534,159,094
GENERAL FUND SUBTOTAL 762,480,814 1,095,840 2,555,420 763,940,394
NON-GENERAL FUND
102 Santa Ana Regional Center Lease Conveyance Restricted 2,858,238 2,574,982 0 283,256
104 Criminal Justice Facilities - ACO Restricted 5,244,577 5,054,915 0 189,662
106 County Tidelands - Newport Bay Restricted 3,684,194 0 0 3,684,194
107 Remittance Processing Equipment Replacement Restricted 1,026,345 430,920 0 595,425
108 OC Dana Point Harbor Restricted 68,816,969 17,608,001 0 51,208,968
109 CO Automated Fingerprint ID Restricted 423,444 423,444 0 0
113 Building and Safety Restricted 4,216,011 263,500 0 3,952,511
115 OC Road Restricted 107,512,606 1,630,312 0 105,882,294

116 Narcotic Forfeiture and Seizure Restricted 535,886 535,886 0 0
117 OC Housing Authority - Operating Reserve Restricted 8,001,480 3,243,673 0 4,757,807
118 Regional Narcotics Suppression Program ñ Dept of Justice Restricted 539,384 0 0 539,384
119 OC Public Libraries - Capital Restricted 2,629,288 0 0 2,629,288
County of Orange
INTRODUCTION
120 OC Public Libraries Restricted 68,554,746 8,414,344 0 60,140,402
121 OC Animal Care Donations Restricted 99,412 0 0 99,412
122 Motor Vehicle Theft Task Force Restricted 646,904 80,134 0 566,770
County of Orange
INTRODUCTION
ESTIMATED
123 Dispute Resolution Program Restricted 11,598 11,598 0 0
124 Domestic Violence Program Restricted 151,368 151,368 0 0
125 *O*Regional Narcotics Suppression Program - Dept of Restricted 6,728 0 0 6,728
Treasury
126 Regional Narcotics Suppression Program - Other Restricted 2,156,822 2,156,822 0 0
128 Survey Monument Preservation Restricted 168,788 12,200 0 156,588
12A MHSA Housing Fund Restricted 34,118,804 6,089,204 0 28,029,600
12C Child Support Program Development Restricted 11,904,821 5,552,207 0 6,352,614
12D Clerk-Recorder Special Revenue Fund Restricted 15,538,354 1,635,924 0 13,902,430
12E Clerk-Recorder Operating Reserve Fund Restricted 11,000,089 0 0 11,000,089
12G Real Estate Prosecution Fund Restricted 367,716 0 0 367,716
12H Proposition 64 - Consumer Protection Restricted 5,457,101 2,915,000 256,368 2,798,469
12J Proposition 69 - DNA Identification Fund Restricted 1,732,399 591,642 0 1,140,757
12P Assessor Property Characteristics Revenue Restricted 1,071,619 0 0 1,071,619
12S SSA Donations and Fees Restricted 1,836,335 223,522 0 1,612,813
12S SSA Donations and Fees Assigned For Imprest Cash/Cash Difference 45,000 0 0 45,000
SUBTOTAL FOR FUND 12S 1,881,335 223,522 0 1,657,813
12W SSA Wraparound Restricted 35,737,561 6,283,487 0 29,454,074
132 Sheriff Narcotics Program ñ Dept of Justice Restricted 11,147,396 11,147,396 0 0
133 Sheriff Narcotics Program - Other Restricted 2,053,113 2,053,113 0 0
134 Orange County Jail Fund Restricted 4,093 4,093 0 0

135 Real Estate Development Program Restricted 8,420,591 1,287,902 0 7,132,689
137 Parking Facilities Restricted 378,729 0 0 378,729
138 Medi-Cal Admin. Activities/Targeted Case Mgmt. Restricted 1,412,057 58,863 0 1,353,194
139 Sheriff Narcotics Program - CALMMET - Treasury Restricted 1,479,840 1,479,840 0 0
13B Traffic Violator Fund Restricted 812,659 812,580 0 79
13N Orange County Tobacco Settlement Fund Restricted 17,688,541 17,688,541 0 0
13P State Criminal Alien Assistance Program (SCAAP) Restricted 189,953 189,953 0 0
13R Sheriff-Coroner Replacement & Maintenance Fund Restricted 21,077,228 21,058,035 0 19,193
13S Emergency Medical Services Restricted 41,823 0 0 41,823
13T HCA Purpose Restricted Revenues Restricted 16,548,016 5,682,281 0 10,865,735
73
74

ESTIMATED
13U HCA Interest Bearing Purpose Restricted Revenue Restricted 9,900,219 3,178,000 0 6,722,219
13W HCA Realignment Restricted 7,443,231 0 0 7,443,231
13W HCA Realignment Assigned 11,086,234 0 0 11,086,234
SUBTOTAL FOR FUND 13W 18,529,465 0 0 18,529,465
13Y Mental Health Services Act Restricted 109,551,469 35,203,116 0 74,348,353
13Z Bioterrorism Center for Disease Control Fund Restricted 9,764 0 0 9,764
140 Air Quality Improvement Restricted 232,278 80,950 0 151,328
141 Sheriff's Substation Fee Prog Restricted 591,339 128,086 0 463,253
142 Sheriff's Court Ops - Special Collections Restricted 1,104,897 1,104,897 0 0
143 Jail Commissary Nonspendable for Inventory 281,831 0 0 281,831
143 Jail Commissary Restricted 3,733,554 2,356,885 0 1,376,669
SUBTOTAL FOR FUND 143 4,015,385 2,356,885 0 1,658,500
144 Inmate Welfare Fund Restricted 11,506,775 11,506,775 0 0
146 Workforce Innovation and Opportunity Act Restricted 527,817 0 0 527,817
148 Foothill Circulation Phasing Plan Restricted 1,175,738 412,091 0 763,647
14D Cal-ID Operational Costs Restricted 770,143 770,143 0 0
14E Cal-ID System Costs Restricted 38,028,174 37,965,206 0 62,968
14G Sheriff's Supplemental Law Enforcement Service Restricted 719,569 719,569 0 0
14H DA's Supplemental Law Enforcement Services Restricted 1,701,646 239,915 0 1,461,731
14J Excess Public Safety Sales Tax Restricted 5,416,004 4,232,180 0 1,183,824
14Q Sheriff-Coroner Construction and Facility Dev. Restricted 4,816,802 4,816,802 0 0
14R Ward Welfare Restricted 414,674 71,934 0 342,740
14T Facilities Development and Maintenance Fund Restricted 18,576,828 4,729,300 0 13,847,528
14U Court Facilities Fund Restricted 1,352,563 0 0 1,352,563
15B CEO Single Family Housing Assigned 4,000,000 1,000,000 0 3,000,000

15B CEO Single Family Housing Restricted 558,710 500,000 0 58,710
SUBTOTAL FOR FUND 15B 4,558,710 1,500,000 0 3,058,710
15D Countywide Capital Projects Non General Fund Assigned for Capital Projects 143,066,344 120,993,886 13,450,000 35,522,458
County of Orange
INTRODUCTION
15F Orange County Housing Authority (OCHA) Restricted 12,917,694 12,917,694 0 0
15G OC Housing Restricted 1,212,091 1,212,091 0 0
15H CalHome Program Reuse Fund Restricted 1,154,752 1,154,752 0 0
County of Orange
INTRODUCTION
ESTIMATED
15I Countywide IT Projects Non-General Fund Assigned for Capital Projects 7,286,063 5,744,424 0 1,541,639
15J Pension Obligation Bonds Debt Service Restricted for Debt Service 1,574,635 1,571,365 0 3,270
15K Limestone Regional Park Mitigation Endowment Restricted 3,196 0 0 3,196
15K Limestone Regional Park Mitigation Endowment Nonspendable for Endowment 206,946 0 0 206,946
SUBTOTAL FOR FUND 15K 210,142 0 0 210,142
15L 800 MHz CCCS Restricted 7,933,949 7,933,949 0 0
15N Delta Special Revenue Restricted 139,312 16,645 0 122,667
15Q Pension Obligation Bond Amortization Nonspendable for Prepaid Costs 145,496,057 0 0 145,496,057
15T El Toro Improvement Fund Restricted 1,683,020 1,460,354 0 222,666
15U Strategic Priority - Affordable Housing Restricted 4,277,303 295,103 0 3,982,200
15Y Teeter Series A Debt Service Fund Restricted 92,666,621 33,007,000 0 59,659,621
16D OC Animal Shelter Construction Fund Restricted 209,073 209,073 0 0
170 Housing Asset Fund Restricted 27,741,573 8,447,629 0 19,293,944
174 OC Road - Capital Improvement Projects Restricted 26,770,702 2,881,481 0 23,889,221
400 OC Flood Nonspendable for Inventory 364,151 0 0 364,151
400 OC Flood Restricted 188,129,987 43,766,659 0 144,363,328
SUBTOTAL FOR FUND 400 188,494,138 43,766,659 0 144,727,479
401 OC Flood - Capital Improvement Projects Restricted 6,592,378 0 0 6,592,378
404 OC Flood - Capital Restricted 114,497,960 100,961,757 0 13,536,203
405 OC Parks CSA26 Restricted 78,640,559 41,404,161 0 37,236,398
406 OC Parks Capital Restricted 28,920,913 0 0 28,920,913

431 Special Assessment-Top of the World Improvement Restricted 19,314 19,314 0 0
433 Golden Lantern Reassess. Dist. 94-1 - Debt Serv. Restricted 358,212 358,212 0 0
459 N. Tustin Landscape & Lighting Assessment Dist. Restricted 3,548,226 3,318,268 0 229,958
468 County Service Area #13 - La Mirada Restricted 23,176 19,436 0 3,740
477 County Service Area #22 - East Yorba Linda Restricted 53,730 47,046 0 6,684
479 CFD 99-1 Series A of 1999 Ladera - Debt Service Restricted for Debt Service 1,351,000 589,675 0 761,325
487 CFD 2002-1 Ladera - Debt Service Restricted for Debt Service 7,385,119 800,298 0 6,584,821
488 R.S. Margarita CFD 86-1 (Series 1988) - Debt Svc Restricted for Debt Service 3,198,593 3,198,593 0 0
492 Mission Viejo CFD 87-3 (A) - Debt Service Restricted for Debt Service 76,776 76,776 0 0
501 R. Santa Margarita CFD 87-5 (A) - Debt Service Restricted for Debt Service 58,207 58,207 0 0
75
76

ESTIMATED
505 Foothill Ranch CFD 87-4 - Debt Service Restricted for Debt Service 2,955,722 2,955,722 0 0
507 Irvine Coast Assess. District 88-1 - Debt Serv. Restricted for Debt Service 694,549 694,549 0 0
509 Rancho Santa Margarita CFD 87-5B - Debt Service Restricted for Debt Service 1,227,939 1,227,939 0 0
513 Coto De Caza CFD 87-8 - Debt Service Restricted for Debt Service 316,508 316,508 0 0
516 Assess. Dist. 01-1 Ziani Project - Debt Service Restricted for Debt Service 398,392 198,000 0 200,392
517 Rancho Santa Margarita CFD 87-5C - Debt Service Restricted for Debt Service 136,809 136,809 0 0
521 R. Santa Margarita CFD 87-5D (A) - Debt Service Restricted for Debt Service 86,554 86,554 0 0
523 Newport Coast AD 01-1 Group 2 Debt Service Restricted for Debt Service 810,882 494,703 0 316,179
52T Assess. Dist. 01-1 Newport Coast Conv. #1 - DS Restricted 1,323,666 496,889 0 826,777
530 CFD 2004-1 Ladera - Debt Service Restricted for Debt Service 10,671,789 2,236,448 0 8,435,341
534 Assess. Dist. 01-1 Group 3 Debt Service Restricted for Debt Service 1,024,703 494,243 0 530,460
536 Newport Coast AD 01-1 Grp 4 Conversion Debt Svc. Restricted for Debt Service 811,677 747,730 0 63,947
541 CFD 2015-1 RMV (Village of Esencia) Debt Service Restricted for Debt Service 11,739,390 2,984,457 0 8,754,933
547 CFD 00-1 (Series A of 2000) Ladera - Debt Serv. Restricted for Debt Service 1,693,129 773,650 0 919,479
549 R. S. Marg CFD 87-5E (A of 1993) - Debt Service Restricted for Debt Service 304,992 304,981 0 11
551 Assess. Dist. 92-1 Newport Ridge - Debt Service Restricted for Debt Service 1,921,283 1,921,283 0 0
560 CFD 2016-1 RMC (Village Of Esencia) Debt Service Restricted for Debt Service 11,651,294 2,632,220 0 9,019,074
561 CFD 2017-1 RMV (Village of Esencia) Construction Restricted for Debt Service 7,771,230 7,771,230 0 0
562 CFD 2017-1 RMV (Village of Esencia) Debt Service Restricted for Debt Service 9,598,189 1,988,952 0 7,609,237
563 CFD 2017-1 RMV (Village of Esencia) IA No. 2 Construction Restricted for Debt Service 149 0 0 149
564 CFD 2017-1 RMV (Village of Esencia) IA No. 2 Debt Service Restricted for Debt Service 2,294,095 999,000 0 1,295,095
590 In-Home Supportive Services Public Authority Restricted 835,965 0 0 835,965
NON-GENERAL FUNDS SUBTOTAL 1,694,285,394 659,794,064 13,706,368 1,048,197,698

GENERAL FUND TOTAL 762,480,814 1,095,840 2,555,420 763,940,394
NON-GENERAL FUND TOTAL 1,694,285,394 659,794,064 13,706,368 1,048,197,698
TOTAL ALL FUNDS 2,456,766,208 660,889,904 16,261,788 1,812,138,092
County of Orange
INTRODUCTION
NOTE: Fund Balance is the result of the County's prudent management of prior years' resources and is a means that can be used for one-time planned expenses or to mitigate the impact of unanticipated events. The FY 2021-22
budget includes planned General Fund Obligated Fund Balance Cancellations of $1.1 million, which is a decrease of 0.14% of the beginning General Fund balance. The FY 2021-22 budget also includes Non-General Fund Obligated
Fund Balance Cancellations of $659.8 million or 38.9% for the aggregated Non-General Funds. Non-General Funds' Obligated Fund Balances and cancellations of those balances are purpose restricted for the programs or purpose
for which each fund was established.
FY 2021-22 Position Summary
County of Orange
INTRODUCTION
FY 2020-2021 FY 2021-2022
Mid-Year Augmentations Other Total
Adopted Changes Included In Position Position Augmentations Total Position %
Program Name Positions As of 3/31 Total Base Request Changes Subtotal Recommended Positions Variance Variance
PROGRAM I - PUBLIC PROTECTION
026 District Attorney - Public Administrator 842 (16) 826 0 0 826 1 827 1 0.12
029 Public Administrator 19 0 19 0 0 19 0 19 0 0.00
032 Emergency Management Division 17 (17) 0 0 0 0 0 0 0 0.00
047 Sheriff Court Operations 320 (320) 0 0 0 0 0 0 0 0.00
051 Office of Independent Review 2 0 2 0 0 2 2 4 2 100.00
057 Probation 1,152 (35) 1,117 (2) 0 1,115 0 1,115 (2) -0.18
058 Public Defender 419 (1) 418 (56) 0 362 56 418 0 0.00
060 Sheriff-Coroner 3,566 332 3,898 (342) 0 3,556 344 3,900 2 0.05
GENERAL FUND SUBTOTAL 6,337 (57) 6,280 (400) 0 5,880 403 6,283 3 0.05
109 County Automated Fingerprint Identification 14 0 14 0 0 14 0 14 0 0.00
143 Jail Commissary 37 0 37 0 0 37 0 37 0 0.00
144 Inmate Welfare Fund 28 0 28 0 0 28 0 28 0 0.00
OTHER FUNDS SUBTOTAL 79 0 79 0 0 79 0 79 0 0.00
TOTAL - PUBLIC PROTECTION 6,416 (57) 6,359 (400) 0 5,959 403 6,362 3 0.05
PROGRAM II - COMMUNITY SERVICES
012 OC Community Resources 236 (129) 107 0 0 107 0 107 0 0.00
024 OC Animal Care 0 124 124 0 0 124 0 124 0 0.00
027 Department of Child Support Services 419 (24) 395 0 0 395 0 395 0 0.00
030 Health Care Agency - Public Guardian 36 0 36 0 0 36 0 36 0 0.00
042 Health Care Agency 2,807 51 2,858 (1) 0 2,857 37 2,894 36 1.26
063 Social Services Agency 4,213 14 4,227 0 0 4,227 59 4,286 59 1.40

GENERAL FUND SUBTOTAL 7,711 36 7,747 (1) 0 7,746 96 7,842 95 1.23
120 OC Public Libraries 387 (10) 377 0 0 377 0 377 0 0.00
15F Orange County Housing Authority (OCHA) 109 5 114 0 0 114 0 114 0 0.00
15G OC Housing 13 0 13 0 0 13 0 13 0 0.00
405 OC Parks CSA26 346 (12) 334 0 0 334 12 346 12 3.59
77
78

FY 2020-2021 FY 2021-2022
OTHER FUNDS SUBTOTAL 855 (17) 838 0 0 838 12 850 12 1.43
TOTAL - COMMUNITY SERVICES 8,566 19 8,585 (1) 0 8,584 108 8,692 107 1.25
PROGRAM III - INFRASTRUCTURE & ENVIRONMENTAL
034 OC Watersheds 42 0 42 0 0 42 0 42 0 0.00
040 Utilities 20 0 20 (1) 0 19 0 19 (1) -5.00
071 Building & Safety General Fund 43 0 43 0 0 43 0 43 0 0.00
080 OC Public Works 273 (4) 269 1 0 270 0 270 1 0.37
GENERAL FUND SUBTOTAL 378 (4) 374 0 0 374 0 374 0 0.00
115 OC Road 160 (3) 157 (1) 0 156 0 156 (1) -0.64
137 Parking Facilities 3 0 3 0 0 3 0 3 0 0.00
280 Airport - Operating Enterprise 176 (7) 169 0 0 169 0 169 0 0.00
299 OC Waste & Recycling Enterprise 284 0 284 0 0 284 0 284 0 0.00
400 OC Flood 269 (12) 257 (1) 0 256 0 256 (1) -0.39
OTHER FUNDS SUBTOTAL 892 (22) 870 (2) 0 868 0 868 (2) -0.23
TOTAL - INFRASTRUCTURE & ENVIRONMENTAL 1,270 (26) 1,244 (2) 0 1,242 0 1,242 (2) -0.16
PROGRAM IV - GENERAL GOVERNMENT SERVICES
002 Assessor 282 (19) 263 0 0 263 0 263 0 0.00
003 Auditor-Controller 411 (7) 404 0 0 404 0 404 0 0.00
006 Board of Supervisors - 1st District 10 0 10 0 0 10 0 10 0 0.00
007 Board of Supervisors - 2nd District 10 0 10 0 0 10 0 10 0 0.00
008 Board of Supervisors - 3rd District 10 0 10 0 0 10 0 10 0 0.00
009 Board of Supervisors - 4th District 10 0 10 0 0 10 0 10 0 0.00
010 Board of Supervisors - 5th District 10 0 10 0 0 10 0 10 0 0.00
011 Clerk of the Board 26 0 26 0 0 26 0 26 0 0.00

017 County Executive Office 80 (3) 77 0 0 77 0 77 0 0.00
025 County Counsel 100 (2) 98 0 0 98 0 98 0 0.00
031 Registrar of Voters 49 0 49 0 0 49 0 49 0 0.00
County of Orange
035 CEO Real Estate 30 0 30 0 0 30 0 30 0 0.00
INTRODUCTION
052 OC Campaign Finance and Ethics Commission 2 0 2 0 0 2 0 2 0 0.00
054 Human Resource Services 152 0 152 0 0 152 0 152 0 0.00
County of Orange
INTRODUCTION
FY 2020-2021 FY 2021-2022
059 Clerk-Recorder 111 0 111 0 0 111 0 111 0 0.00
074 Treasurer-Tax Collector 71 (1) 70 0 0 70 0 70 0 0.00
079 Internal Audit 13 0 13 0 0 13 0 13 0 0.00
GENERAL FUND SUBTOTAL 1,377 (32) 1,345 0 0 1,345 0 1,345 0 0.00
TOTAL - GENERAL GOVERNMENT SERVICES 1,377 (32) 1,345 0 0 1,345 0 1,345 0 0.00
PROGRAM VII - INSURANCE, RESERVES & MISCELLANEOUS
037 OCIT Shared Services 147 (6) 141 (1) 0 140 0 140 (1) -0.71
056 Employee Benefits 21 (2) 19 0 0 19 0 19 0 0.00
GENERAL FUND SUBTOTAL 168 (8) 160 (1) 0 159 0 159 (1) -0.63
289 OCIT Countywide Services 75 (1) 74 1 0 75 0 75 1 1.35
293 Workers' Compensation ISF 22 (1) 21 0 0 21 0 21 0 0.00
294 Property & Casualty Risk ISF 12 0 12 0 0 12 0 12 0 0.00
296 OC Fleet Services 77 (3) 74 0 0 74 0 74 0 0.00
297 Reprographics ISF 18 0 18 0 0 18 0 18 0 0.00
OTHER FUNDS SUBTOTAL 204 (5) 199 1 0 200 0 200 1 0.50
TOTAL - INSURANCE, RESERVES & 372 (13) 359 0 0 359 0 359 0 0.00
MISCELLANEOUS
GENERAL FUNDS TOTAL 15,971 (65) 15,906 (402) 0 15,504 499 16,003 97 0.61
NON-GENERAL FUNDS TOTAL 2,030 (44) 1,986 (1) 0 1,985 12 1,997 11 0.55
TOTAL ALL FUNDS 18,001 (109) 17,892 (403) 0 17,489 511 18,000 108 0.60

79
Summary of Net County Costs INTRODUCTION
Summary of Net County Costs
FY 2021-2022 FY 2021-2022 FY 2021-2022

Program Program Name Appropriations Revenue Net County Cost
I PUBLIC PROTECTION $ 1,348,040,955 $ 847,922,855 $ 500,118,100
II COMMUNITY SERVICES 2,078,353,208 1,900,219,868 178,133,340
III INFRASTRUCTURE & ENVIRONMENTAL 124,213,185 88,108,962 36,104,223
IV GENERAL GOVERNMENT SERVICES 208,952,650 72,493,678 136,458,972
V CAPITAL IMPROVEMENTS 21,990,893 0 21,990,893
VI DEBT SERVICE 1,674,400 1,624,400 50,000
VII INSURANCE, RESERVES & MISCELLANEOUS 316,587,852 1,189,443,380 (872,855,528)
TOTAL GENERAL FUND PROGRAMS $ 4,099,813,143 $ 4,099,813,143 $ 0
I PUBLIC PROTECTION $ 358,580,343 $ 358,580,343 $ 0

II COMMUNITY SERVICES 992,384,160 992,384,160 0
III INFRASTRUCTURE & ENVIRONMENTAL 1,288,407,479 1,288,407,479 0
IV GENERAL GOVERNMENT SERVICES 17,237,746 17,237,746 0
V CAPITAL IMPROVEMENTS 201,892,834 201,892,834 0
VI DEBT SERVICE 191,714,747 191,714,747 0
VII INSURANCE, RESERVES & MISCELLANEOUS 571,493,561 571,493,561 0
TOTAL NON-GENERAL FUND PROGRAMS $ 3,621,710,870 $ 3,621,710,870 $ 0
I PUBLIC PROTECTION $ 1,706,621,298 $ 1,206,503,198 $ 500,118,100

II COMMUNITY SERVICES 3,070,737,368 2,892,604,028 178,133,340
III INFRASTRUCTURE & ENVIRONMENTAL 1,412,620,664 1,376,516,441 36,104,223
IV GENERAL GOVERNMENT SERVICES 226,190,396 89,731,424 136,458,972
V CAPITAL IMPROVEMENTS 223,883,727 201,892,834 21,990,893
VI DEBT SERVICE 193,389,147 193,339,147 50,000
VII INSURANCE, RESERVES & MISCELLANEOUS 888,081,413 1,760,936,941 (872,855,528)
TOTAL ALL PROGRAMS $ 7,721,524,013 $ 7,721,524,013 $ 0
80 County of Orange
PUBLIC PROTECTION
PROGRAM I: PUBLIC PROTECTION
Summary of Appropriations and Revenues

FY 2021-2022 FY 2021-2022 FY 2021-2022
Budget
Control Budget Control Name Appropriations Revenue Net County Cost
026 District Attorney - Public Administrator 173,137,254 102,042,068 71,095,186
029 Public Administrator 3,887,240 1,431,000 2,456,240
041 Grand Jury 585,885 0 585,885
045 Juvenile Justice Commission 180,151 0 180,151
048 Detention Release 1,698,715 10,000 1,688,715
051 Office of Independent Review 626,950 0 626,950
057 Probation 193,224,381 88,077,186 105,147,195
058 Public Defender 87,791,568 5,547,940 82,243,628
060 Sheriff-Coroner 813,806,305 628,985,273 184,821,032
073 Alternate Defense 5,726,891 48,500 5,678,391
081 Trial Courts 67,375,615 21,780,888 45,594,727
GENERAL FUND SUBTOTAL 1,348,040,955 847,922,855 500,118,100
109 County Automated Fingerprint Identification 2,330,408 2,330,408 0

116 Narcotic Forfeiture and Seizure 743,958 743,958 0
122 Motor Vehicle Theft Task Force 5,285,526 5,285,526 0
126 Regional Narcotics Suppression Program - Other 3,533,822 3,533,822 0
12G Real Estate Prosecution Fund 2,210,500 2,210,500 0
12H Proposition 64 - Consumer Protection 4,505,000 4,505,000 0
12J Proposition 69 - DNA Identification Fund 1,071,642 1,071,642 0
132 Sheriff Narcotics Program - Department of Justice 11,147,396 11,147,396 0
133 Sheriff Narcotics Program - Other 2,088,113 2,088,113 0
134 Orange County Jail Fund 240,093 240,093 0
139 Sheriff Narcotics Program - CALMMET - Treasury 1,499,840 1,499,840 0
13B Traffic Violator Fund 964,747 964,747 0
13P State Criminal Alien Assistance Program (SCAAP) 2,695,953 2,695,953 0
13R Sheriff-Coroner Replacement & Maintenance Fund (SCRAM) 23,846,905 23,846,905 0
141 Sheriff's Substations Fee Program 141,086 141,086 0
142 Sheriff's Court Ops - Special Collections 2,447,241 2,447,241 0
143 Jail Commissary 10,122,237 10,122,237 0
144 Inmate Welfare Fund 16,422,320 16,422,320 0
14D CAL-ID Operational Costs 2,109,490 2,109,490 0
14E CAL-ID System Costs 41,365,206 41,365,206 0
14G Sheriff's Supplemental Law Enforcement Services 2,419,768 2,419,768 0
14H District Attorney's Supp Law Enforcement Services 1,703,517 1,703,517 0
14J Excess Public Safety Sales Tax 4,362,180 4,362,180 0
14Q Sheriff-Coroner Construction and Facility Development 215,123,616 215,123,616 0
14R Ward Welfare 182,434 182,434 0
County of Orange 81
PUBLIC PROTECTION
Summary of Appropriations and Revenues (Continued)

FY 2021-2022 FY 2021-2022 FY 2021-2022
Budget
15N Delta Special Revenue 17,345 17,345 0
OTHER FUNDS SUBTOTAL 358,580,343 358,580,343 0
TOTAL - PUBLIC PROTECTION 1,706,621,298 1,206,503,198 500,118,100
82 County of Orange
PUBLIC PROTECTION 026 - District Attorney - Public Administrator
026 - DISTRICT ATTORNEY - PUBLIC ADMINISTRATOR

http://orangecountyda.org/
026 - District Attorney - Public Administrator
Operational Summary At a Glance:

Total FY 2020-2021 Current Modified Budget: 167,969,149
Mission: Total FY 2020-2021 Projected Expend + Encumb: 170,746,488
The Mission of the Office of the Orange County District Total Recommended FY 2021-2022: 173,137,254
Attorney is to enhance public safety and welfare, protect and Percent of County General Fund: 4.23%
respect crime victims, and to create security in the commu- Total Employees: 826.00
nity through vigorous enforcement of criminal and civil laws
in a just, honest, efficient and ethical manner.
Strategic Goals:
■ The Office of the Orange County District Attorney (OCDA) represents the People of the State of California in the criminal
justice system. Performing this duty requires initiating and prosecuting allegations of criminal offenses and representing
the People in some civil cases. Prosecuting those engaging in criminal conduct to ensure justice for the crime victims,
their families and the community at large is essential to maintaining public safety. OCDA has the following additional
goals for 2021:
● Continue to engage in the overall discussion, process, and development of comprehensive criminal justice reform initia-
tives.
● Support and collaborate with government and community partners to provide incarceration alternatives that empha-
size a continuum of care such as mental health, medical care, and substance abuse solutions for participants within the
criminal justice system. This includes developing a program through which prosecutors can identify participants that
require mental health solutions prior to or early in the case management process and proactively address their needs
through collaborative relationships with other government partners.
● Partner with community-based organizations such as Be Well OC to provide housing, substance abuse, medical care,
and mental health programs to those in need and those experiencing homelessness.
● Support legislation that provides participants within the criminal justice system and those in need with necessities such
as housing, mental health services, medical care, and other services or programs that will allow them an opportunity to
thrive.
Key Outcome Indicators:

2020 Business Plan 2021 Business Plan
Performance Measure Results Target How are we doing?
FELONY CONVICTION RATE Adult felony To meet or exceed The Office has maintained an
What: The conviction rate measures the percentage of filed adult felony cases conviction rate of 90% adult felony excellent conviction rate.
resulting in conviction. 90%. conviction rate.
Why: Measures the Office's ability to effectively represent the People of the
State of California.
BRANCH COURT CASE FILING RATE 52,300 new cases File fewer than The Office continues its efforts
What: Measures number of cases submitted for filing at the branch courts. filed. 60,000 cases. to lower crime, thereby
Why: Reduction in cases filed would reflect a decrease in crime. reducing case filings.
County of Orange 83
026 - District Attorney - Public Administrator PUBLIC PROTECTION
Key Outcome Indicators: (Continued)

GRIP SCHOOL PARTICIPATION Currently maintain 65 Increase school The Office continues to
What: Measures number of school participating in the GRIP program. school partnerships. partners through improve school participation.
Why: OC GRIP identifies at risk youth and aims to prevent minors from joining outreach efforts.
gangs.
GANG INJUNCTION PARTICIPATION 13 active gang Evaluate and increase The Office continues to
What: Measures number of active gang injunctions in Orange County. injunctions in effect. number of gang protect communities from
Why: The civil gang injunctions prevent gang members from terrorizing injunctions as needed. gang violence.
communities.
COLD-HIT DNA FILING 158 cases reviewed. 209 cases reviewed. The Office continues to
What: Measures the number of cold-hit DNA cases reviewed by the Sexual investigate and prosecute cold
Assault Unit. cases.
Why: Measures cold case related workload, which has been dramatically
increasing in recent years.
HOMICIDE CASELOAD 52 cases assigned, Reasonable caseload The Office is in need of
What: Measures number of cases assigned to the Homicide Unit. 25 of which were would be 10-12 additional prosecutors,
Why: Measures the workload of the Homicide Unit. vehicular homicides/ cases. investigators, and support
Watson murders. staff to handle the increasing
caseloads in a timely manner.
HUMAN TRAFFICKING CASELOAD 22-30 cases were Reasonable caseload The Office is in need of
What: Measures number of cases assigned to the Human Trafficking Unit. assigned per would be 20 cases. additional staff to handle
Why: Measures the workload of the Human Trafficking Unit. attorney. cases.
FAMILY PROTECTION CASELOAD 32-41 cases were Reasonable caseload The Office is in need of
What: Measures number of cases assigned to the Family Protection Unit. assigned per would be 25 cases. additional staff to handle
Why: Measures the workload of the Family Protection Unit. attorney. cases.
FY 2020-21 Key Project Accomplishments:

■ In 2020, OCDA reviewed over 55,000 misdemeanor cases and 16,000 felony cases presented by police agencies for crimi-
nal filing. This team of prosecutors also continued to actively engage in the collaborative courts offered throughout the
county, offering diversion and rehabilitation programs to thousands of individuals charged with criminal violations.
■ The OCDA successfully participated in various collaborative court initiatives and effectively implemented practices and
procedures to address newly created statewide mental health diversion proceedings.
■ The OCDA collaborated with the Orange County Superior Court, the Public Defender's Office and the Sheriff 's Depart-
ment to ensure court operations continued without interruption during the COVID-19 pandemic. OCDA prosecutors tried
255 trials in 2020, including 124 trials during the first nine months of the pandemic. Orange County finished its 100th
trial before many counties had even tried their first case during the pandemic.
■ The department successfully transitioned the OCDA IT hub of the last 20 years to the County Data Center to optimize
existing county resources.
■ The OCDA instituted a series of principles regarding the role of a prosecutor in society and continued to implement com-
prehensive criminal justice reform initiatives including programs to proliferate a continuum of care to support partici-
pants within the criminal justice system and for those in need. Met with numerous criminal justice reform organizations
to discuss incarceration alternatives, other criminal justice reforms, and mental health services for participants within
the criminal justice system.
■ The OCDA continued to vigorously prosecute hate crimes and work with law enforcement to train officers on how to more
effectively investigate hate incidents and hate crimes in order to successfully prosecute these cases. The District Attorney's
Office prosecuted twice the number of hate crimes from 2019 and 2020 compared to the prior 25 years.
84 County of Orange
■ The OCDA continued a collaborative partnership with the Orange County Gang Reduction and Intervention Program
(GRIP) to empower children in Orange County schools to improve their academic performance, attendance, and behavior
and reward their efforts with a gift card to purchase a Thanksgiving meal for their families. These efforts were even more
critical when students were distance learning during the pandemic. GRIP mentors continued to meet with students virtu-
ally to ensure their support system continued even if they couldn't meet in person. GRIP is operating in 14 cities and 65
schools throughout Orange County and is run by the OCDA, OC Probation Department, OC Sheriff 's Department, and
various local law enforcement agencies. The OCDA has also continued to maintain and operate 13 gang injunctions and
review potential additional gang areas for inclusion and removal.
■ The department continues to recognize the importance of solving and prosecuting Family Protection and Human Traf-
ficking cases which includes child abductions. OCDA has a dedicated team of prosecutors and investigators exclusively
working on these cases. Since November 1, 2020, 26 children were either located and reunified with their custodial parent
or compliance with custody orders was obtained. OCDA also has a dedicated, specially trained prosecutor for Child Abuse
and Elder Abuse cases to effectively prosecute cases for these vulnerable victims. In addition, OCDA's Family Protection
attorneys actively train and educate law enforcement, victim advocates and shelter personnel on Domestic Violence and
the law.
■ The OCDA continues to recognize the importance of solving and prosecuting cold case murders. A leading example is the
case of People v. DeAngelo, aka the Golden State Killer, wherein Orange County was one of five jurisdictions participating
in the prosecution. All Homicide Unit prosecutors work with law enforcement agencies in their efforts to evaluate and
solve cold cases. This responsibility is in addition to the prosecutors' duties of filing and prosecuting new cases. A prose-
cutor is also assigned to the Elder Death Team and the Child Death Team, which are multi-jurisdictional platforms to
exchange information on these unique and serious cases. OCDA Homicide Unit has been proactive in training county
agencies on best practices in vehicular homicide investigations. Additionally, the Science and Technology Unit continues
to use cutting edge technology to assist law enforcement agencies in identifying suspects in current and cold cases
through the use of familial DNA searching, Rapid DNA technology, and the recent creation of an Investigative Genetic
Genealogy team.
■ The OCDA recently concluded the prosecution of defendant Michael Ray Armijo for his crimes of kidnap, rape and rob-
bery while armed with a firearm that dated back to April of 1993. This crime went unsolved for 26 years until, when as a
result of the OCDA's work through a $1.86 million dollar Federal Grant, a previously untested rape kit from the crime was
submitted for testing and the suspect was identified through a match in the national DNA database. The defendant was
convicted after a jury trial and sentenced to 24 years to Life.
■ The OCDA has continued to have a significant impact on the community at large by reducing gang crime due to the verti-
cal prosecution model, in addition to maintaining the TARGET focused teams. The Office had a substantial effect on dis-
rupting the flow of drugs through Orange County and resulting in sizeable amounts of drugs being taken off the streets.
■ The Sexual Assault Kit Initiative Grant ("SAKI") continues to drastically reduce the number of previously untested sexual
assault kits ("SAKS") throughout Orange County. To date, in collaboration with the Orange County Crime Lab ("OCCL"),
Forensic Nurse Services and all 22 law enforcement agencies in Orange County, the OCDA has conducted an extensive
inventory of all untested SAKS throughout the County and begun an aggressive program of testing which has included
outsourcing a portion of the SAKS in order to expedite the testing. During this process, OCDA has reviewed thousands of
accompanying police reports relating to those SAKS and prioritized those cases for DNA testing. In conjunction with the
SAKI Grant, OCDA has put additional steps into place to prevent a backlog of SAKS in the future.
■ Due to advances in DNA technology, a legislative change codified under Penal Code 680 et seq., as well as the SAKI Grant
undertaking by the OCDA, the amount of cold-hit DNA cases that are referred to the Sexual Assault Unit has increased
exponentially placing a significant workload increase on prosecutors as well as DA investigators who frequently are
required to conduct follow-up investigation on violent sexual assault crimes that are sometimes over 20 years old. The
OCDA is in need of both attorney staffing, as well as Investigative staff to cope with the dramatic increase in cold-hit DNA
case numbers.
County of Orange 85
Organizational Summary
District Attorney
Administrative Bureau of
Prosecution
Services Investigation
Administrative Services - Administrative Services is com- to misdemeanor prosecution, each of the four adult Justice
prised of five units including Budget, Financial Services, Centers includes a Felony Charging Unit. The Felony
Human Resources, IT, and Operations. These units administer Charging Unit reviews all felony cases presented by police
the $174 million budget to provide services and support to the agencies to the Justice Centers for filing consideration and
prosecution and investigative units. The Administrative Ser- handles all aspects of any resultant prosecution of those
vices Division provides a myriad of support services including: matters from filing through preliminary hearing. The Fel-
accounting, budgeting, facility management, human resource ony Panel Unit is responsible for the prosecution of any fel-
services, Information Technology, purchasing, and research. ony information or indictment not assigned to a vertical
unit.
Bureau Of Investigation - The Bureau is the largest investiga- ■ Operations II consists of the Writs & Appeals Unit, the
tive law enforcement agency in the County. It consists of sworn Professional Responsibility & Training Unit, the Special
and non-sworn personnel who are responsible for providing Operations Unit, and the Conviction Integrity Unit. The
trial support service to aid the prosecutors along with provid- Writs & Appeals Unit is responsible for handling major
ing specialized investigations of criminal and civil violations. motion litigation on behalf of the OCDA, litigating all writs
The Bureau conducts additional investigations on filed cases as and appeals handled by the OCDA, and acting as a legal
well as interviewing witnesses, serving subpoenas and collect- advisor to the prosecutors of the office. This Unit conducts
ing additional evidence or documentation for each case. The over 700 pretrial motions and writs and appeals annually;
investigators work with Deputy District Attorneys and law acts as a legal advisor to prosecutors by responding to over
enforcement partners to ensure that criminal complaints allege 1,500 requests for legal opinions and assistance annually.
the appropriate charges against the appropriate defendants and The Professional Responsibility & Training Unit is respon-
the cases are prepared for trial. The Bureau also conducts sible for developing and administering various training
investigations from the ground-up in all classifications of fraud, curricula for the benefit of the OCDA staff and outside law
including consumer and environmental fraud, insurance fraud, enforcement agencies through live instructional events
major fraud and welfare fraud. The Bureau is tasked with and regular educational publications. The Special Opera-
investigating officer-involved shootings, political corruption tions Unit is responsible for engaging in post-conviction
and officer misconduct. The Bureau of Investigation addition- litigation on behalf of the OCDA as a result of legal man-
ally operates nine specialized investigative units, which include dates providing conviction and sentencing review pro-
the AB 109 Task Force, Sober Living Task Force, Science and cesses on the basis of changes in the law. The Conviction
Technology Investigations Unit and the Environmental/Con- Integrity Unit will be responsible for investigating claims
sumer Fraud Unit. The investigators in the Bureau are always of factual innocence, performing post-conviction review
available to assist and advise other county law enforcement of various matters and developing and forwarding best
agencies with complex investigations. practices in the investigation and prosecution of offenses
to mitigate the risk of wrongful conviction.
Prosecution - Prosecution operations are divided into the fol-
lowing four areas: ■ Operations III consists of the Gang/Target/Major Narcotics
Unit, the GRIP Unit, the Juvenile Justice Center Unit, the
■ Operations I consists of the Branch Court Units and the
Major Fraud/Consumer/Environmental Fraud Unit and
Felony Panel. The Branch Court Unit prosecutes adult mis-
the Insurance Fraud Unit. The Gang/Target/Major Narcot-
demeanor crimes in each of the four Justice Centers (Cen-
ics Unit prosecutes crimes committed by gang members,
tral Justice Center, Harbor Justice Center-Newport Beach,
including serious and violent crimes, such as murder,
North Justice Center, and West Justice Center). In addition
attempted murder, carjacking, kidnapping, in addition to
86 County of Orange
other crimes gang members engage in such as weapon Hotline was set up to deal with allegations of price gouging
offenses, vandalism, narcotic sales, and car theft, to name and other pandemic-related fraud. Attorneys in our unit
a few. The Unit works with local police departments and worked with Senator Tom Umberg to close a loophole in
probation officers in identifying the most active and hard- the price gouging law through the passage of SB 1196,
core gang members and preventing them from commit- which was signed into law by the Governor in September,
ting further acts of violence in the community. As a result 2020.The Insurance Fraud Unit prosecutes workers' com-
of a series of recent legislative enactments, the Gang/TAR- pensation fraud, auto insurance fraud, and medical and
GET unit has become responsible for over 100 new post- disability fraud crimes. Additionally, this unit prosecutes
conviction litigation cases. The Major Narcotics section cases arising out of the Office's Orange County Auto Theft
prosecutes major narcotic traffickers and illegal drug Task Force (OCATT), primarily auto theft rings.
manufacturers. Additionally, the Unit handles the distri- ■ Operations IV consists of the Science & Technology Unit,
bution of forfeiture proceedings from illegal trade. The the Family Protection/Human Trafficking Unit, the Homi-
Unit also handles requests for U-Visa consideration. The cide Unit, the Sexual Assault Unit and the Special Prosecu-
GRIP Unit is a gang crime prevention initiative that aims tions Unit. The Science & Technology Unit is committed to
to prevent juveniles from joining criminal gangs and being advancing public safety through the innovative application
victims of or participants in gang crimes. The Gang of advanced, cutting edge science and technology. The
Injunction program keeps the community safe by curtail- Family Protection/Human Trafficking Unit prosecutes vio-
ing nuisance activity by violent gang members in the lent assaults and attempted murders in domestic settings,
safety zone. The Juvenile Justice Center Unit prosecutes child abuse, child abduction, stalking, elder abuse and
felony and misdemeanor juvenile petitions in the Lam- other felony domestic violence cases. The Unit also prose-
oreaux (Juvenile) Justice Center. The Major Fraud Unit cutes perpetrators who sexually exploit and traffic women
prosecutes real estate fraud, high tech crime, identity and underage girls for financial gain, including pimps,
theft, and high-dollar fraud crimes, including organized panderers and human traffickers. The Homicide Unit
retail theft cases. This year, the Major Fraud Unit has prosecutes non-gang related homicides, including those
focused resources on the investigation and prosecution of involving special circumstances that implicate the death
Pandemic Unemployment Assistance fraud, with an penalty. The Homicide Unit also prosecutes felony vehicu-
emphasis on the fraudulent application for benefits by lar homicides, including Watson murders (for those with
those ineligible due to incarceration in state prison or prior DUI's). The Sexual Assault Unit prosecutes rapists,
county jail. The Major Fraud Unit continues to be active sexually violent predators, child molesters and other vio-
in a countywide task force addressing Elder Abuse, and lent sexual assaults as well as a significant number of
has two deputies devoted to prosecuting elder financial "cold-hit" DNA cases. The Special Prosecutions Unit pros-
fraud cases. The Consumer & Environmental Fraud Unit ecutes a variety of specialized felonies (arson, hate crimes,
prosecutes complex cases involving environmental crimes political corruption, and high profile cases). Additionally,
as well as companies and individuals that engage in fraud- the Special Prosecutions Unit handles officer involved
ulent or unlawful business practices affecting large groups shootings and custodial death cases, Brady related issues,
of people. During Fiscal Year 2020-21, the Consumer & the Grand Jury, extraditions, crimes against police officers,
Environmental Fraud Unit was dedicated to manning and crimes committed by police officers, Public Records Act
responding to complaints received on the COVID-19 Fraud requests, and parole hearings.
Hotline, initiated in March 2021. The COVID-19 Fraud
County of Orange 87
In FY 2017-18, 13 positions were added to handle

Ten Year Staffing Trend: increased demands of Information Technology Unit and
Motor Vehicle Theft Task Force, and to investigate and
1,000
869
prosecute frauds at the Sober Living facilities in the
819 843 842 826
900 776 787 county.
735 769
800 723
700
■ In FY 2016-17, 32 positions were added to handle
600
500 increased current administrative and legal workload
400 demands and further projected increases resulting from
300
200
growing evidentiary and discovery requirements.
100
0 ■ In FY 2015-16, 11 positions were added to comply with
the Peace Officers and Supervising Peace Officers and
the County General Unit MOUs' definition of extra help
employee and to address the continuing workload
Ten Year Staffing Trend Highlights: demands in the Bureau of Investigation and Facilities
■ In FY 2020-21, to reduce the budget shortfall due to the Operations Units.
pandemic-related revenue losses, 16 positions associ-
■ In FY 2014-15, 7 positions were added to address
ated with the Voluntary Incentive Program (VIP) were
increased workload demands and the State-funded
deleted.
Workers' Compensation Insurance Fraud program.
■ During the FY 2020-21 budget process, 27 vacant posi-
■ During the FY 2014-15 budget process, 3 positions were
tions were deleted per CEO recommendation.
added to address increased workload demands and for
■ During the FY 2019-20 budget process, 16 positions the State-funded In-Home Supportive Services Pro-
were added to handle increased workloads due to legis- gram, 10 positions were added for increased workloads
lative changes and to support prosecutions and investi- in Branch Courts and Violent Crimes Units.
gations and 3 positions were added for AB 109 Task
In FY 2013-14, 9 positions were added for the State
Force. In addition, 1 position was deleted in accordance
funded Disability & Healthcare Insurance Fraud Pro-
with the County's Vacant Position Policy.
gram; 8 positions were transferred from Funds 116 and
In FY 2018-19, 9 positions were added during the year 122 as a result of Board-approved consolidation of the
for the OCDA's IT modernization, to meet increased District Attorney's budgeted positions; and 4 positions
requirements for the misdemeanor discovery process in were added to handle increased CalWORKs cases.
the branch courts, to support felony panel prosecutions,
■ In FY 2012-13, 7 positions were added to address
and to handle increased workload for the Workers Com-
increased workload in the Special Prosecutions and
pensation insurance grant. In addition, 1 position was
Special Assignments Units; 4 positions were added to
deleted in accordance with the County's Vacant Position
handle the increase in Post Release Community Super-
Policy.
vision (PRCS) resulting from the amended AB 109 pro-
■ During the FY 2018-19 budget process, 7 positions were gram requirements; and 1 position was added for the
added for the OCDA's IT modernization and 4 positions final implementation phase of the amended AB 109
were added to meet increased requirements for the mis- program requirements.
demeanor discovery process in the branch courts and to
support felony panel prosecutions.
Budget Summary
Plan for Support of the County's Strategic Priorities:
Effective prosecution supports the County's strategic objectives of:
1) Promoting a Healthy Community;
2) Building for the Future of our Community; and
88 County of Orange
3) Protecting our Community.

Attaining these objectives requires, first and foremost, a safe community. Clearly, prosecuting those who commit criminal acts
upon residents or visitors, as well as individuals who violate environmental protection laws is critical to ensuring community
safety today and for generations to come. Moreover, the work performed by the OCDA is essential to the County's mission of:
Making Orange County a safe, healthy, and fulfilling place to live, work and play, today and for generations to come, by
providing outstanding, cost-effective regional public services.
The People of the State of California, in particular the residents of Orange County, rely on the OCDA to bring those engaging in
criminal activities to justice.
Changes Included in the Recommended Base Budget:

OCDA's FY 2021-22 Budget meets the Net County Cost (NCC) Limit of $71.1 million and reflects ongoing operations at current
levels.
Requested Budget Augmentations and Related Performance Results:

PB Req.
Unit Amount Description Performance Plan Code
Add One Position and Appropriations Add one paralegal position and $96K in Ensure adequate and appropriate staffing to comply with 20521
for Body Warn Cameras Investigative appropriations funded by Motor Fund Task statutory and regulatory requirements and increase
Work Force, Fund 122. efficiency of crime prosecutions.
Amount:$ 96,404
Recommended Budget History:

FY 2020-2021 FY 2020-2021 Change from FY 2020-2021
(1) (1)
FY 2019-2020 Budget Projected FY 2021-2022 Budget
Sources and Uses Actual As of 3/31/21 At 6/30/21 Recommended Amount Percent
Total Positions 842 826 826 826 0 0.0
Total Revenues 88,562,531 88,173,734 90,951,073 102,042,068 13,868,334 15.7
Total Expenditures/Encumbrances 161,711,927 167,969,149 170,746,488 173,137,254 5,168,105 3.1
Net County Cost 73,149,396 79,795,415 79,795,415 71,095,186 (8,700,229) (10.9)
(1) Prior year encumbrances and expenditures are included in Budget Control 100 - County General Fund-Level Transactions.
Columns may not total correctly due to rounding.
Detailed budget by expense category and by activity is presented for agency: District Attorney - Public Administrator in the Appendix on page A36
Highlights and Key Trends:

■ As a result of a series of recent legislative enactments, the OCDA has also become responsible for a new and broad class of
post-conviction litigation that did not exist in years past. This new criminal justice litigation supplements, as opposed to
substitutes, existing work.
■ To avoid significant increases to the base budget, the OCDA continues cost cutting measures by deferring and reducing
expenses in services, supplies, and equipment, and eliminating non-essential travel and training.
■ Digital evidentiary and discovery requirements continue to challenge the department, specifically, the Science and Tech-
nology unit, to ensure sufficient resources are available.
County of Orange 89
Budget Units Under Department Control:

No. Agency Name Administrative Services Bureau Of Investigation Prosecution Total
026 District Attorney - Public 32,957,967 52,620,482 87,558,805 173,137,254
Administrator
029 Public Administrator 0 0 3,887,240 3,887,240
116 Narcotic Forfeiture and Seizure 0 0 743,958 743,958
122 Motor Vehicle Theft Task Force 0 0 5,285,526 5,285,526
12G Real Estate Prosecution Fund 0 0 2,210,500 2,210,500
12H Proposition 64 - Consumer 0 0 4,505,000 4,505,000
Protection
14H District Attorney's Supp Law 0 0 1,703,517 1,703,517
Total 32,957,967 52,620,482 105,894,546 191,472,995
90 County of Orange
PUBLIC PROTECTION 029 - Public Administrator
029 - PUBLIC ADMINISTRATOR
029 - Public Administrator

Description: Total FY 2020-2021 Projected Expend + Encumb: 3,804,240

Total Recommended FY 2021-2022: 3,887,240
The Public Administrator is committed to compassionately Percent of County General Fund: 0.09%
and effectively protecting and managing the affairs of resi- Total Employees: 19.00
dent decedent estates as mandated pursuant to California
Probate Code sections 7601-7604. The Public Administrator
(PA) timely and effectively protects and administers dece-
dent estates when there are no other viable persons or enti-
ties to administer the estates. This includes a statutory duty
to investigate whether family members can be located and if
a will or any such other testamentary documents can be
found. When appointed by the court, the PA accepts nomi-
nation to administer the estate of a decedent. Staff efforts
include, but are not limited to, residence clean outs, mar-
shalling/sale of assets including vehicles, real estate, per-
sonal valuables and securities, providing final accounting of
all assets for Court approval and distribution of estate pro-
ceeds to those whom are entitled thereto.
Strategic Goals:
■ Evaluate and improve the current methods and processes for liquidating stocks, bonds and other securities.
■ Work with County Counsel to streamline the process for petitioning for Court Appointment to manage estates that are
referred to the PA.
■ Educate the public and stakeholders concerning the role of the PA in the location and protection of estate assets.

PUBLIC ADMINISTRATOR CASE CLOSURES Closed 40 cases of the 159 Goal is to continue to The department will continue striving to achieve
What: Percentage of Public Administrator closed cases (25%) that were achieve at least a 25% the target rate, even as an increasing number of
cases over the past 12 months as measured pending on Jan 1, 2020. rate of cases closed over cases are accepted for administration.
against incoming decedent's estate cases. a one year period.
Why: Measures the efficiency of administering
all estates subject to the Probate Court process.
County of Orange 91
029 - Public Administrator PUBLIC PROTECTION

■ Successfully operated and continuously improved new Case Management System, Panosoft, to significantly enhance the
ability to track assets, process payments and court accountings, and generate operational reports.
■ Received 443 referrals from the public or other county agencies to determine whether the case fit the established Probate
Code and Health and Safety Code criteria for the PA to be involved. Opened 347 formal investigations from these referrals
which led to the administration of 28 estates.
■ Successfully utilized multiple, advanced search tools and resources to more accurately identify potential heirs throughout
the world.
■ Continued significant reduction in case backlog existing prior to the joinder of the offices of the District Attorney and
Public Administrator. Out of 159 open cases on 1/1/2020, 40 were closed by the end of the calendar year.
■ Attended virtual training for Public Administrators to advance the education of practitioners.
■ In spite of work-from-home restrictions during the global COVID-19 Pandemic, our staff successfully managed a broad
range of physical and financial assets consistent with the fiduciary obligations of the Public Administrator.
Ten Year Staffing Trend: Budget Summary
20 18 18 18 18
19 19 19 Plan for Support of the County's
18 Strategic Priorities:
16
14
12 10 10 10 As we begin to return to work in the wake of COVID-19, it is
10
8
our goal to provide courteous, efficient and competent ser-
6 vice to members of the public, stake holders and our county
4 partners alike. We will continue to look for ways to improve
2
0 the efficiency and quality of our work so that we can ensure
the estates we administer receive the maximum value and
exceptional service.
Ten Year Staffing Trend Highlights: Changes Included in the Recommended

■ In FY 2018-19, 1 position was added to support the case Base Budget:
management system and provide technical support.
■ In FY 2015-16, 1 position was deleted as a result of the To meet the FY 2021-22 NCC limit, the DA-PA submitted a
consolidation of the Public Administrator's Office into Reduce Level of Service Augmentation of $19.5 thousand. In
the OCDA. order to maintain current level of service, the DA-PA has
requested full restoration of the $19.5 thousand in appropri-
■ In FY 2014-15, the Board of Supervisors adopted Ordi-
ations and Net County Cost.
nance #14-001 to consolidate the PA with the OCDA cre-
ating the DA-PA. As a result, 3 positions were added in
order to effectively administer cases, 3 additional posi-
tions were transferred from HCA-Public Guardian
(HCA-PG) for case administration, 3 fiduciary positions
were transferred from HCA-PG.
92 County of Orange
PUBLIC PROTECTION 029 - Public Administrator

PB Req.
Restore Appropriations and Net Restore $19,448 in appropriations and funding Ensure adequate funding and services to sustain core 20604
County Cost to Maintain Current to effectively and efficiently administer mandated functions.
Level of Service resident decent estates as mandated.
Amount:$ 19,448

FY 2019-2020(1) Budget Projected(1) FY 2021-2022 Budget
Total Positions 19 19 19 19 0 0.0
Total Revenues 1,538,268 1,348,000 1,348,841 1,431,000 83,000 6.2
Total Expenditures/Encumbrances 3,628,279 3,804,240 3,804,240 3,887,240 83,000 2.2
Net County Cost 2,090,011 2,456,240 2,455,399 2,456,240 0 0.0
Detailed budget by expense category and by activity is presented for agency: Public Administrator in the Appendix on page A41

■ As real estate in Orange County continues to grow in value, the estates we administer continue to become more valuable
and more complex. Our deputies continue to be challenged to find ways of successfully liquidating various assets includ-
ing securities, out of area properties, and unique items of personal property. Deputies are applying innovative ways to
shorten the time it takes to marshal financial assets, making case processing less burdensome, while continuing to main-
tain the high level of fiduciary focus needed to assure the highest and best value attainment for distributees. Staffing con-
tinues to be a focus, as growth in caseloads will most likely necessitate growth in staff size and ability.
County of Orange 93
116 - Narcotic Forfeiture and Seizure PUBLIC PROTECTION
116 - NARCOTIC FORFEITURE AND SEIZURE
116 - Narcotic Forfeiture and Seizure

Total FY 2020-2021 Current Modified Budget: 553,991
Description: Total FY 2020-2021 Projected Expend + Encumb: 553,991
Unit proactively addresses narcotic-related crimes in Orange Total Recommended FY 2021-2022: 743,958
County and vigorously pursues asset forfeiture actions Percent of County General Fund: N/A
related to those crimes as mandated by Health & Safety Code Total Employees: 0.00
Sections 11469-11470.

■ Continued specialized prosecution of narcotic related asset forfeiture cases. As of December 2020, initiated/opened 190
cases (seizing $1,935,820), closed 72 cases (valued at $1,679.271), and disbursed $704,769 from 46 cases.
■ Participated in cross-county asset forfeiture round-table meetings regarding current issues in Asset Forfeiture law and
procedure.
■ Continued to regularly teach Introduction to Asset Forfeiture Class (including Orange County Asset Forfeiture proce-
dures) at the Orange County Sheriff 's Department narcotic investigators' school.
■ Continued to train all Orange County law enforcement agencies on current Orange County Asset Forfeiture procedures.
■ Continued efforts by the asset forfeiture Deputy District Attorney in routinely fielding calls from agencies throughout the
county with specific asset forfeiture questions and requests to initiate state forfeitures.
Ten Year Staffing Trend Highlights:
■ On December 10, 2013, the Board of Supervisors approved a consolidation of the District Attorney's budgeted positions
by transferring three positions from Fund 116 to Budget Control 026.
Budget Summary
(1) (1)
Beginning Fund Balance - Unassigned 0 0 0 0 0 0.0
Total Revenues 434,818 504,009 224,912 208,072 (295,937) (58.7)
Total Expenditures/Encumbrances 230,973 553,991 553,991 743,958 189,967 34.3
Prior Year Encumbrance Cancellations 2,055 0 22,906 0 0 0.0
Inc/(Dec) to Obligated Fund Balances 205,900 (49,982) (306,173) (535,886) (485,904) 972.2
Ending Fund Balance - Unassigned (1) 0 0 0 0 0.0
(1) The above totals may not match FY 2020-21 Current Modified Budget and FY 2021-22 Recommended Budget totals included in "At a Glance" due to inclusion of
increases in Obligated Fund Balances.
Detailed budget by expense category and by activity is presented for agency: Narcotic Forfeiture and Seizure in the Appendix on page A107
94 County of Orange
PUBLIC PROTECTION 122 - Motor Vehicle Theft Task Force
122 - MOTOR VEHICLE THEFT TASK FORCE
122 - Motor Vehicle Theft Task Force


The Motor Vehicle Theft Task Force extensively investigates
Percent of County General Fund: N/A
and vigorously prosecutes violations of the criminal code
Total Employees: 0.00
dealing with auto theft and distribution of stolen vehicles
and automotive parts. The Motor Vehicle Theft Task Force is
Force is funded by an earmark vehicle registration fee of $1
a multi-agency, multi-jurisdictional Countywide unit that
on all registered motor vehicles in Orange County pursuant
concentrates its activities on rings of professional vehicle
to Section 9250.14 of the Vehicle Code extended by AB 286 in
thieves operating to fraudulently purchase/obtain, steal,
2009. This fee funds one-time and on-going operational
strip and/or sell motor vehicles and their parts. The Task
costs necessary for investigation and prosecution of motor
vehicle theft cases.
Strategic Goals:
■ To prosecute criminal violations involving motor vehicle theft occurring in Orange County in a vigorous, efficient, just
and ethical manner.
■ To reduce the incidence of motor vehicle theft by increased awareness of the public and providing training to local police
agencies.

PERCENTAGE OF FILED CASES RESULTING IN Conviction rate of 95% To meet or exceed 2020 This highly experienced unit has been very
CONVICTIONS Performance Results. successful in recovering stolen vehicles and
What: Measures level of effective, just prosecution. building cases against major auto theft rings.
Why: Indicates effectiveness of prosecution.

■ For the period of July 2020 through December 2020, the Task Force has recovered 167 stolen vehicles with a value of
approximately $3,222,625. The Task Force assisted other law enforcement agencies in the recovery of additional 34 stolen
vehicles with an estimated value of $779,856. The Task Force made 51 arrests and assisted in an additional 34 arrests.
Many of these recoveries were fraudulently acquired vehicles, which would have never been recovered without the Task
Force's efforts.
■ The Task Force filed numerous criminal cases during this period, with 18 of these cases originating from the Task Force's
own assigned prosecutor. Of those 18 cases, 9 involved fraud during the purchase and or sale of the car.
■ In December 2020, the Board of Supervisors approved an increase in the vehicle registration fees collected by the Califor-
nia Department of Motor Vehicles from $1 to $2 for the base registration fee, and from $2 to $4 for commercial vehicle
registration in order to enhance funding for the Orange County Auto Theft Task Force pursuant to California Vehicle Code
Section(ß) 9250.14.
County of Orange 95
122 - Motor Vehicle Theft Task Force PUBLIC PROTECTION

■ In FY 2013-14, the Board of Supervisors approved a consolidation of the District Attorney's budgeted positions by trans-
ferring 5 positions from Fund 122 to Budget Control 026, District Attorney-Public Administrator.
Budget Summary
PB Req.
122 OCATT Expand Increase to transfers out appropriations of N/A 20708
Amount:$ 0 $96K offset by a decrease to services and
supplies to provide funding for one position
added in District Attorney-Public Administrator,
Budget Control 026.

(1) (1)
Total Revenues 2,898,344 3,037,000 3,013,467 5,205,392 2,168,392 71.4
Inc/(Dec) to Obligated Fund Balances (256,709) (543,726) (519,293) (80,134) 463,592 (85.3)
Ending Fund Balance - Unassigned 0 0 0 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: Motor Vehicle Theft Task Force in the Appendix on page A112

■ The Task Force continues to experience a large number of investigations involving the theft of new and used high-end
vehicles by the fraudulent removal of the Lien Holders (Legal Owners) from the vehicle ownership titles. This process is
known as "Title Washing." The lien holders are removed by the submission of fraudulent lien sale and/or lien satisfied
documents to the California Department of Motor Vehicles (DMV). Once the lien holder/legal owners are removed from
the vehicle titles, the suspects use the vehicles in other criminal activities. The suspects will often sell these vehicles to
innocent purchasers, trade them in during the purchase of other vehicles, export them out of the country, and/or utilize
them as collateral for obtaining cash loans. Another growing trend is the fraudulent purchase of cars for use in illegal sub-
leasing schemes where the car is put up for rent using internet platforms such as Craig's List, Turo, and Offer-Up. There is
an increasing trend in the fraudulent sale of stolen cars to innocent purchasers by suspects creating counterfeit vehicle
titles, switching vehicle identification numbers and using advertising on internet platforms such as Craig's List, Offer-Up
and Facebook Marketplace.
■ The Task Force continues to implement educational programs to increase public awareness of criminal behavior as well as
training programs for allied agency personnel, county based dealerships, and rental companies in an effort to reduce the
overall number of crimes and increase the likelihood of successful investigations and prosecution.
■ The vehicle theft rate differs from city to city and year to year in Orange County. The Task Force is using analysis of statis-
tical data to identify crime patterns to efficiently investigate and prosecute vehicle thefts.
96 County of Orange
PUBLIC PROTECTION 12G - Real Estate Prosecution Fund
12G - REAL ESTATE PROSECUTION FUND
12G - Real Estate Prosecution Fund


Pursuant to Section 27388 of the California Government
Code, Fund 12G was established in April 2009 for deposit of
a $3 fee for the recording of certain real estate instruments Total Employees: 0.00
by the County Clerk-Recorder. In 2012, Government Code

Section 27388 was amended to include additional specific
documents and the Clerk-Recorder began collection on
those instruments in January of 2013.
The Real Estate Prosecution Fund, authorized and required
by the statute, provides a necessary and valuable source of
funding for investigating and prosecuting real estate fraud
crimes. Funds are required to be used exclusively to fund
investigation and prosecution of real estate fraud crimes.
The amendment to the statute in 2012 also authorized
County Board of Supervisors to increase the recording fee up
to $10 per statutory document.

The Orange County District Attorney's (OCDA) Real Estate Fraud Prosecution Unit continues to successfully investigate and
prosecute real estate fraud crimes in Orange County. The OCDA provides a central location for victims to report real estate
fraud in Orange County through a link on the OCDA website and through a Real Estate Fraud Hotline. In FY 2020-21 to date,
87 reports of fraud were received. As a result of these reports, 32 investigations have been opened and are active, and twelve
new cases have been filed. Two cases have been resolved during this fiscal year. The following are some of the complex real
estate fraud cases prosecuted in Orange County during FY 2020-21:
■ People v. Barker: James Barker ran a scam based out of Newport Beach in which he presented himself to victims as a law-
yer who could negotiate loan modifications. Once Barker, who was not a lawyer, had obtained the large fees and payments
from his victims, he would cut off communication. Barker was able to steal approximately $170,000 from a dozen victims.
Barker pled guilty to all charges in February of 2020. The Defendant has pled guilty to all charges in the case and is cur-
rently awaiting sentencing in April of 2021
■ People v. Centeno, et al: Five defendants were convicted as a result of running a predatory loan modification company
based in the City of Orange. The company defrauded over two dozen victims of approximately $390,000. The company
routinely charged thousands of dollars in illegal up-front fees and additionally tricked victims into sending money to the
"Foreclosure Prevention Department." Victims believed their money was going to departments at the banks that owned
their mortgages. It was really going into the pockets of the defendants. Defendants were to be sentenced in August of 2020,
and a restitution hearing is scheduled for May of 2021.
County of Orange 97
12G - Real Estate Prosecution Fund PUBLIC PROTECTION
■ People v. Trinh: Defendant Robert Trinh was a door-to-door salesman/contractor who targeted the elderly, offering
"HERO Loans" in which a homeowner can pay for energy efficient upgrades with the equity in their home. Defendant
signed his elderly victims up for expensive "upgrades" but never actually installed the promised upgrades like attic insu-
lation, water delivery systems, and energy efficient windows. Victims were left with increased property taxes and sub-
standard or non-existent "upgrades". The Defendant was held to answer on all counts in September of 2019 and the
Defendant is awaiting trial.
■ People v. Portillo: The defendant, a former real estate professional whose license had been revoked in 2006, continued to
hold herself out as a real estate professional and approached a hard-money lender with whom she'd previously worked.
She claimed to be acting on behalf of some relatives in order to obtain hard money loans on their properties, when she did
not in fact have their consent. She then had the loan proceeds wired to herself. In order to facilitate the fraud, she used the
names and personal identifying information of her relatives on the loan and escrow paperwork, and further altered and/
or forged notary acknowledgments on various documents. The defendant pled guilty in March of 2021, and a restitution
hearing is set for June of 2021.
■ People v. Preciado: The defendant, a real estate agent, owned AE Trust, which handled her broker-controlled escrows.
When victims made offers, they would send her their earnest money deposits. But when the deal fell through, the defen-
dant would not return their deposits. In some instances, defendant took deposits on properties that were not even for sale.
In total, the defendant victimized at least 50 people for over $555,800 in total loss. On September 27, 2019, the Defendant
was held to answer on 49 felony counts at the preliminary hearing, and a trial date will be set in the near future.
■ People v. Phan, Phan & Nguyen: This case was investigated from the ground up by the OCDA investigators and civilian
investigators and involves a sophisticated real estate conspiracy in which three Defendants used an escrow company
owned and operated by one of them to perpetuate their fraud. The three started obtaining loans and diverting monies out
of other escrows to cover these deals and to purchase other properties for themselves. At a minimum, a total of at least 10
properties were involved with an estimated loss of approximately $20 million. Conditional examinations of several elderly
victims and witnesses are scheduled to take place in April of 2021.
Budget Summary
FY 2019-2020 Budget(1) Projected FY 2021-2022(1) Budget
Total Revenues 1,711,953 2,010,000 2,010,479 2,210,500 200,500 10.0
Prior Year Encumbrance Cancellations 0 0 0 0 0 0.0
Inc/(Dec) to Obligated Fund Balances 296,612 0 117 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: Real Estate Prosecution Fund in the Appendix on page A121
98 County of Orange
PUBLIC PROTECTION 12G - Real Estate Prosecution Fund

■ Loan modification mills based in Orange County continue to defraud hundreds of homeowners throughout the country.
Most of these loan modification mills generate illegal upfront fees from distressed victim homeowners. Furthermore,
financial exploitation of seniors is a trend which will require an increased emphasis in both investigation and prosecution
in the area of real estate fraud. The OCDA continues to work with the Orange County Clerk-Recorder to alert homeowners
to any potentially fraudulent changes in the title of their homes and to report suspicious recorded documents, such as
those recorded by Sovereign Citizens to cloud title, directly to the OCDA for review. OCDA and the Clerk-Recorder collab-
orated to update the courtesy notices sent to homeowners of changes to their property's title to include the OCDA's new
Real Estate Fraud Hotline number and OCDA's web link to report real estate fraud.
■ OCDA continues to conduct all real estate investigations internally, relying on both sworn and non-sworn investigative
personnel. In fact, over three-quarters of the cases filed in the unit are originated with and investigated by OCDA investi-
gators. Furthermore, since many cases that are investigated do not result in a criminal prosecution, the number of crimi-
nal cases filed or convictions obtained does not fully capture the scope of OCDA's efforts in the area of real estate fraud
enforcement. Additionally, OCDA investigators and legal staff will continue to do training and outreach to the real estate
industry and outside law enforcement agencies in order to maximize law enforcement efforts to fight real estate fraud.
■ Effective April 1, 2021, the Board approved the extension of the $3.00 recording fee on certain specified real estate instru-
ments for a three-year period from April 1, 2021, to March 31, 2024, to provide a continued funding source to investigate,
prosecute and deter real estate fraud crimes pursuant to Section 27388 of the California Government Code.
County of Orange 99
12H - Proposition 64 - Consumer Protection PUBLIC PROTECTION
12H - PROPOSITION 64 - CONSUMER PROTECTION
12H - Proposition 64 - Consumer Protection


Pursuant to the November 2004 ballot initiative Proposition Percent of County General Fund: N/A
64, Fund 12H was established to earmark civil penalties Total Employees: 0.00
resulting from District Attorney prosecution of the violation
of unfair competition law to be used exclusively for the
investigation, prosecution and enforcement of consumer
protection laws.

■ Anticipate to collect approximately $1 million in settlements/penalties by the end of fiscal year, pursuant to Proposition
64. In addition to paying civil penalties, some individuals or entities are required to make full restitution to consumers.
Budget Summary
Total Revenues 675,414 2,864,818 1,418,314 1,590,000 (1,274,818) (44.5)
Total Expenditures/Encumbrances 1,370,890 5,180,118 3,979,688 4,248,632 (931,486) (18.0)
Prior Year Encumbrance Cancellations 0 0 9,398 0 0 0.0
Inc/(Dec) to Obligated Fund Balances (695,477) (2,315,300) (2,551,976) (2,658,632) (343,332) 14.8
Detailed budget by expense category and by activity is presented for agency: Proposition 64 - Consumer Protection in the Appendix on page A122
100 County of Orange

PUBLIC PROTECTION 14H - District Attorney's Supp Law Enforcement Services
14H - DISTRICT ATTORNEY'S SUPP LAW ENFORCEMENT SERVICES
14H - District Attorney's Supp Law Enforcement Services


The Supplemental Law Enforcement Services Fund provides
the District Attorney's Office with revenues to fund criminal
prosecution such as prosecutors and support personnel in Total Employees: 0.00
the homicide and gang units. Funding was appropriated by

the legislature in the Budget Act of 1996 for support of the
Citizens Option for Public Safety (COPS) Program. These
funds are intended to provide for additional criminal prose-
cution, put additional officers on the street, and increase
availability of jail beds.
Budget Summary
(1) (1)
Total Revenues 1,420,548 1,424,698 1,409,208 1,463,602 38,904 2.7
Inc/(Dec) to Obligated Fund Balances 388,391 0 211,643 (239,915) (239,915) 0.0
Detailed budget by expense category and by activity is presented for agency: District Attorney's Supp Law Enforcement Services in the Appendix on page A154
County of Orange 101

041 - Grand Jury PUBLIC PROTECTION
041 - GRAND JURY
041 - Grand Jury


Total Recommended FY 2021-2022: 585,885
The primary responsibility of the Grand Jury is to inquire of Percent of County General Fund: 0.01%
public offenses committed or triable within the County. The Total Employees: 0.00
Grand Jury carries out this responsibility by hearing evi-
dence presented by the County District Attorney to deter-
mine if certain persons should be charged with crimes and
stand trial in Superior Court.
The County of Orange is required by law to impanel a grand
jury of 19 members who serve a term of one year. This body
is mandated to investigate and report on both criminal and
civil matters within the County. The major functions of the
Grand Jury are divided into criminal indictments and civil
investigations.
Strategic Goals:
■ To inquire of public offenses committed or triable within the County and investigate or inquire into matters of civil con-
cern.
Budget Summary
FY 2021-22 Budget for Grand Jury services include $585,885 Appropriations and Net County Cost, which is at the same level as
FY 2020-21 final budget. FY 2021-22 $585,885 Budget includes:
1. $288,242 for reimbursement of mileage claims and stipend (per diem) for Grand Jury members.
2. $179,828 for reimbursement of Grand Jury administrative support cost to OC Superior Court.
3. $108,437 for County Information Technology cost for Grand Jury members.
4. $1,878 for workers' compensation cost allocation for Grand Jury members.

Total Expenditures/Encumbrances 585,885 585,885 583,663 585,885 0 0.0
Net County Cost 585,885 585,885 583,663 585,885 0 0.0
Detailed budget by expense category and by activity is presented for agency: Grand Jury in the Appendix on page A55

PUBLIC PROTECTION 045 - Juvenile Justice Commission
045 - JUVENILE JUSTICE COMMISSION
045 - Juvenile Justice Commission


The Juvenile Justice Commission is comprised of 15 mem- Percent of County General Fund: 0%
bers from the community, two of whom are youth members. Total Employees: 0.00
The Commissioners are appointed by the Presiding Judge of
the Superior Court with the concurrence of the Presiding
Judge of the Juvenile Court. By statute, the Commission
inquires into the administration of the juvenile court law;
conducts inspections of publicly administered institutions
housing juveniles and the operation of group homes that
serve wards or dependents of the juvenile court; and pre-
pares written reports and recommendations for the Presid-
ing Judge of the Juvenile Court.
Budget Summary
FY 2021-22 Budget for Juvenile Justice Commission services includes $180,151 Appropriations and Net County Cost, which is
at the same level as FY 2020-21 Budget.

Net County Cost 180,151 180,151 180,151 180,151 0 0.0
Detailed budget by expense category and by activity is presented for agency: Juvenile Justice Commission in the Appendix on page A61

048 - Detention Release PUBLIC PROTECTION
048 - DETENTION RELEASE
048 - Detention Release


Provides pretrial release services for persons charged with Percent of County General Fund: 0.04%
felonies. Officers ensure that bail information is available at Total Employees: 0.00
the time of arraignment and/or make recommendations to
the judges as to whether a person should be released on their
own recognizance. Detention Release Officers handle on-call
magistrate requests and domestic violence matters 24 hours
a day.
Budget Summary
FY 2021-22 Budget for Detention Release services includes $1,698,715 Appropriations and $1,688,715 Net County Cost, which
is at the same level as FY 2020-21 Budget. The OC Superior Court provides administrative support to Detention Release and
receives reimbursement from the County.

(1) (1)
Total Revenues 21,072 10,000 10,000 10,000 0 0.0
Total Expenditures/Encumbrances 2,038,285 1,698,715 1,698,715 1,698,715 0 0.0
Net County Cost 2,017,213 1,688,715 1,688,715 1,688,715 0 0.0
Detailed budget by expense category and by activity is presented for agency: Detention Release in the Appendix on page A63

PUBLIC PROTECTION 051 - Office of Independent Review
051 - OFFICE OF INDEPENDENT REVIEW

http://www.ocgov.com/gov/oir/
051 - Office of Independent Review

Mission: Total FY 2020-2021 Projected Expend + Encumb: 587,176

The Board of Supervisors established the Office of Indepen-
Percent of County General Fund: 0.02%
dent Review (OIR) to identify and address high risk and
potential liability issues in five County agencies: the Orange
County Sheriff 's Department (OCSD), the Office of the Dis-
trict Attorney, the Probation Department, Social Services
Agency, and the Office of the Public Defender.
In order to facilitate this mission, the OIR is authorized,

among other things, to review systemic issues and specific
incidents regarding each agency, and the OIR may inde-
pendently investigate complaints, including allegations of
excessive force, discriminatory treatment, criminal conduct,
and any other misconduct identified by the Board and
department heads. The OIR serves as a resource and pro-
vides legal counsel and advice to the Board as well as rele-
vant agency heads.
Strategic Goals:
■ On August 27, 2020, the OIR released its Status Report and Workplans ("Status Report"). The Status Report sets forth the
operational philosophy of the OIR and describes work that is ongoing to ensure the OIR fulfills its mandate to provide
independent oversight of five County agencies. The Status Report included three workplans: the OIR's Assessment of Evi-
dence Booking Failures, the Peace Officer Psychological Evaluations Assessment, and a Use of Force Policies and Practices
Assessment. OIR's review regarding the Use of Force by the OCSD is currently ongoing. As part of this review, the OIR is
reviewing and analyzing force-related policies as well as a sample of force incidents that occurred in 2020; attending
OCSD academy and in-service training classes; and meeting with various stakeholders, including representatives of the
community, OCSD staff, and organized labor representatives.

■ The OIR currently has two employees, including its Executive Director, to help provide oversight for the five departments that
collectively employ approximately 10,000 individuals. The OIR's current Executive Director was hired in May 2020, and an
Investigators Manager was hired in September 2020. The OIR brings to bear an independent and objective framework as well
as expertise in the evaluation and analysis of organizational systems to identify issues that could potentially cost the County
millions of dollars in liability. The OIR is receiving and assessing complaints filed by members of the community; reviewing
policies and practices of various relevant County departments; and is keeping the Board apprised of any issues of immediate
concern.
■ During FY 2020-21, in order to further facilitate cooperation with the agencies it oversees, the OIR established memorandums
of understanding with the OCSD, Probation, and Social Services that, among other things, establishes a timeframe for the
exchange of documents and other information necessary for the OIR's work. The OIR is currently working with the District
Attorney's office on a similar memorandum, and has discussed such an agreement with the Public Defender as well. The OIR

051 - Office of Independent Review PUBLIC PROTECTION
and Probation Department also jointly sought and obtained two court orders to more easily allow the OIR access to information
it needs in order to fulfill its monitoring role regarding juveniles in the Probation system.
■ The OIR has also played a significant role in revising specific agency policies in order to ensure they provide clear and necessary
parameters for employees that reflect legal trends and national standards. For example, the OIR provided detailed comments
to the Probation Department regarding their policies that govern how and when force should be used. The OIR also provided
advice to Social Services regarding its policy on supervising Orange County dependents in out-of-state placements.
■ The OIR is on-call 24/7 to respond to certain in-custody deaths and uses of deadly force by Sheriff 's deputies and Probation
officers. The OIR also regularly attends coroner's reviews, reviews of critical incidents, and child-death reviews.
Office Of Independent Review - The OIR currently consists of the Executive Director and Investigations Manager, who col-
lectively provide oversight functions for five County agencies.

Plan for Support of the County's
2 2 2 2 2 2
2 The OIR's work is shaped by the relevant County agencies
that it oversees. Every one of these agencies is engaged in
2
high-risk, high-impact work that shapes the fabric of our
1 1 1 1
1 community and impacts County coffers. The relevant
County agencies provide essential services to the most vul-
1
nerable members of our community, including those who
0 are struggling economically, adults and youth in distress,
residents who are victims of crime, and those who are
accused of a crime but cannot afford legal representation.
The OIR is tasked with helping improve these services by
increasing transparency, securing accountability, and rec-
■ In FY 2015-16, 1 Executive Manager, Director of the
ommending changes based on the law and best practices. It
Office of Independent Review, was added pursuant to
does its work by assessing current policies and practices,
the Board's adoption of Ordinance 15-022. Previously,
and by responding to complaints it receives. The OIR will
the County utilized one support staff and contracted
continue to work with relevant agencies to improve high-risk
services to meet the needs of the department.
policies and practices, respond to complaints, monitor
events like in-custody deaths and uses of force, and carry out
systems-based investigations.
Changes Included in the Recommended
Base Budget:
To meet the FY 2021-22 Net County Cost Limit of $626,950,
the OIR submitted a reduce augmentation request in the
amount of $54,100, which may impact the OIR's ability to
maintain a functional environment in which it can continue
to independently investigate complaints and assess the sys-
temic issues indicated by such complaints. In order to main-
tain current levels of service, the OIR requested full
restoration of the $54,100 in appropriations and Net County
Cost.

PUBLIC PROTECTION 051 - Office of Independent Review

PB Req.
Add Two Positions, Appropriations Add two Attorney IIIs to fulfill OIR's mission and The Attorney IIIs will have the legal expertise necessary 20483
and Net County Cost to Provide provide timely reports and recommendations to the to assess systematic issues and the complaints received
Adequate Service Board and County department heads regarding by the OIR.
Amount:$ 396,817 high-liability and systemic issues.
Restore Appropriations and Net Restore $54,100 in appropriations and funding so Restore funding to ensure a functional environment in 20593
County Cost to Maintain Current that the OIR may continue its mission of identifying which the OIR can continue to independently investigate
Level of Service and addressing high-risk and potential liability complaints and assess the systemic issues indicated by
Amount:$ 54,100 issues in relevant County departments. such complaints.

Net County Cost 94,229 587,176 587,176 626,950 39,774 6.8
Detailed budget by expense category and by activity is presented for agency: Office of Independent Review in the Appendix on page A65

■ Since May 2020, the OIR has received hundreds of complaints regarding relevant County agencies. The OIR reviews each
allegation to determine merit and logs and tracks complaints to identify trends and potential problematic, at-risk, or high-
liability issues. When warranted and appropriate, the OIR forwards complaints to the relevant agency and monitors the
agency's subsequent response and review. Often, the OIR conducts an independent review and analysis of an allegation, and
then contacts an agency directly with any concerns and/or includes its observations in a report to the Board and agency
heads.
■ The OIR has also regularly provided advice and counsel to the Board during regularly scheduled meetings and other times
when Board members have sought the OIR's input after critical incidents. The OIR routinely advises agency heads on vari-
ous matters, including policy changes to ensure agency practices are in keeping with state and federal law, best practices, and
issues arising from recent incidents.
■ The OIR expects to release its first investigative report on the OCSD's Use of Force in the first or second quarter of 2021. This
review will assess the use of force policies and practices of the OCSD by (1) comparing relevant policies to applicable laws and
established best practices; (2) reviewing training curricula and practices to ensure policies are effectively communicated to
their respective members; and (3) assessing practices and individual incidents to identify any issues that suggest policies and
training merit modifications. The finished review will be memorialized in a report to the Board, relevant County department
heads, and public, and will include recommendations regarding how to address issues that could result in significant liability
to the County. The OIR expects to release a similar report, regarding the use of force by the Probation Department, during the
summer or early fall of 2021. The OIR also expects to release its reports on the Evidence Booking Failures and the Peace Offi-
cer Psychological Evaluations Assessment as soon as the Winter of 2021.

No. Agency Name Office Of Independent Review
051 Office of Independent Review 626,950
Total 626,950

057 - Probation PUBLIC PROTECTION
057 - PROBATION
http://www.ocgov.com/gov/probation
057 - Probation

As a public safety agency, the Orange County Probation Total Recommended FY 2021-2022: 193,224,381
Department (Probation) serves the community using effi- Percent of County General Fund: 4.72%
cient and research-supported corrections practices to:
Total Employees: 1,115.00
reduce crime, assist the courts in managing offenders, pro-
mote lawful and productive lifestyles, and assist victims.
The mission of Probation is to protect the community by
conducting investigations for the court, enforcing court
orders, assisting victims, and facilitating the re-socialization
of offenders. Our pursuit of this mission drives our activities
and serves as the philosophical basis and guidance for oper-
ational procedures and professional conduct.
Strategic Goals:
Probation has identified four key service areas to measure performance in achieving its mission: Community Safety, Court
Support, Victim Services, and Workforce.
■ COMMUNITY SAFETY
Probation is working toward safer communities by employing methods and programs designed to foster better decision
making and behavioral changes. Probation focuses on adults and juveniles with a high risk of reoffending with a goal of
finding targeted programs designed to reduce recidivism and increase the number of probationers that terminate proba-
tion without a new law violation. Probation continues to assess both the risks and needs of our clients. Risks are
addressed through close supervision, monitoring, and accountability. Specific to a client's needs, Probation completes
routine assessments and provides linkages to a variety of resources including educational opportunities, employment
assistance, personal and family counseling, drug treatment, etc. as well as employing evidence-based programming in
our facilities, Day Reporting Centers, and Youth Reporting Centers. Additionally, Probation continues to train all employ-
ees on the multi-layered impact which trauma has on our clients lives and how staff can recognize and address those mal-
adaptive behaviors.
■ COURT SUPPORT
Probation works closely with the court in a number of different ways. At the front end of the justice center, Deputy Proba-
tion Officers (DPO) assigned to the Pretrial Assessment, Report, and Services (PARS) Unit complete assessments, provide
monitoring and supportive services with the goal of increasing court appearances. The DPOs are assigned to each of the
five justice centers, as liaisons to the court. Pursuant to court orders, DPOs conduct investigations that give victims a
voice, allow input from involved system partners, and provide collaborative information that may not otherwise be avail-
able in court. In the Collaborative Treatment Courts, DPOs are assigned as part of the treatment team in DUI, Drug,
Whatever It Takes, and Veterans Court.
■ VICTIM SERVICES
Probation is assisting victims as part of its core mission. Probation Victim Services is frequently the first contact victims
have with the Probation Department during the adjudication process. As such, it strives to provide victims with excellent
service in an empathetic manner. Probation helps to empower victims by providing them with information about the Cal-
ifornia Victims' Bill of Rights (Marsy's Law) and keeping them apprised of the progress of their court cases. Probation

PUBLIC PROTECTION 057 - Probation
Victim Services also provides victims with resource referrals and collaborates with other agencies and organizations that
provide direct victim support services. Finally, Probation assists victims in understanding their rights to reparation,
including assisting them in documenting losses and claims, enforcing restitution orders, pursuing collections, and dis-
bursing funds collected.
■ WORKFORCE
Probation recognizes that success is dependent on a highly-trained staff. Probation is committed to building technical
skills, encouraging staff input, providing the necessary tools to complete the job, and providing a safe and efficient work-
place for our employees.

PERCENTAGE CHANGE IN ADULT PROBATIONERS A 137% gain in the percent Meet or exceed a gain of The FY 2019-20 results exceeded the target
SATISFACTORILY EMPLOYED AT BEGINNING AND of individuals terminated 40% with one year goal. Probation continues to utilize
END OF PROBATION from supervision with satisfactory employment resources such as community-based
What: The change in percent of adult probationers satisfactory employment at termination. organizations, Day Reporting Centers (DRC),
employed at the beginning and completion of (10.8% at probation entry Volunteers-in-Probation (VIP), and
probation. compared to 25.6% at the partnerships with agencies and employment
Why: Regular gainful employment is an evidence- point of termination). providers that offer job-readiness and
based key indicator of progress on probation. employment assistance.
PERCENTAGE OF PROBATIONERS TERMINATING In FY 2019-20, 65% of 4,733 Maintain resources and In FY 2019-20, target goals for adult and
FROM FORMAL PROBATION WITHOUT A NEW LAW adults (Probation, Post supervision level needed juvenile offenders were exceeded through
VIOLATION Release Community to attain target goal: meet utilization of enhanced reentry services
What: The percent of probationers terminating from Supervision & Mandatory or exceed a rate of 60% or through partnerships with agencies,
formal probation without a new law violation. Supervision) and 61% of 580 better of adults and providing resource linkage to offenders prior
Why: Measures Probation's success with juveniles were terminated juveniles terminating to release into the community, case
probationers who do not commit a new violation while from formal supervision formal probation without planning and evidence informed
supervised. without an arrest for a new any new law violation. approaches.
law violation. Probation will continue to
implement Evidence-
Based Practices (EBP) to
reduce recidivism.
ON-TIME FILING OF COURT REPORTS During FY 2019-20, 99.6% Deliver 95% of adult and FY 2019-20 results exceeded the target goal
What: The percentage of adult and juvenile court (225 of 226) adult juvenile court reports of timely report submissions for both Adult
reports completed and delivered on time to the investigations and reports, within court filing and Juvenile Courts. Adult and Juvenile
Courts. and 100% of the 325 reports deadlines. These outcome investigations issued the reports on time
Why: Measures success of Probation providing timely from the juvenile objectives assume despite the necessary detail and in-depth
information to the Courts for appropriate decisions. investigations officers were continuation of current analysis required in Court reports.
completed on time. resource levels.
TOTAL DOLLAR AMOUNT OF RESTITUTION In FY 2019-20, Probation The annual target is to FY 2019-20 collections are below the plan
COLLECTED FROM OFFENDERS IN THE CURRENT collected $2.20M in meet or exceed target. Restitution to the victims continues
FISCAL YEAR restitution, 11% less than collections of the prior to be the main focus of Probation’s
What: Dollars collected from offenders for restitution the $2.47M collected in FY year. collection efforts. The Department continues
to victims and welfare fraud repayment. 2018-19. to enhance collection tools and practices,
Why: Represents a tangible way of holding offenders and utilize data to effectively manage
accountable and assists victims and the community. staffing resources.
TOTAL NUMBER OF WORKERS' COMPENSATION In FY 2019-20, there were File fewer claims for FY 2019-20 results did not meet the plan
CLAIMS FILED IN THE CURRENT FISCAL YEAR 176 workers' compensation workers' compensation target, partially due to increased claims
What: The total number of workers' compensation claims and 74 were than in the prior fiscal resulting from COVID-19. Probation will
claims filed during the fiscal year. accepted. Compared with FY year. continue to implement workplace
Why: Reflects Probation's safety record and 2018-19, total claims evaluations, increase training by Probation’s
commitment to ensuring a safe and healthy increased by 6.7% or 11 Safety Officer, and provide a safe
workplace. cases, of which 6 of the 11 environment for our workforce.
additional claims were
COVID-19 related.


RECRUITMENT OF PEACE OFFICERS 1,367 Peace Officer Conduct recruitment and In FY 2019-20, recruitment for entry-level
What: Number of applications received for entry-level applications were received in retention measures as Institutional Peace Officers was conducted
peace officers in current fiscal year. FY 19-20 compared with needed to meet between August and November 2019.
Why: Recruitment of high quality applicants is critical 636 in FY 2018-19. operational needs while Probation will continue to evaluate the need
to maintaining an exceptional workforce. being mindful of budget for future recruitments based on operational
conditions. needs and available resources.

■ The global COVID-19 pandemic underscored Probation's need to modify its service delivery in 2020. Despite the chal-
lenges that accompanied the pandemic, the Department was able to secure the necessary technology to provide services
and support to youth within the Department's juvenile facilities, support judicial officers in court, and manage adult/
juvenile probation clients out in the field. Incarcerated youth were able to connect with parents/guardians, and other pos-
itive influential adults, through live-time virtual applications. Additionally, Probation was able to set aside facility space to
assist the juvenile court with "virtual" hearings/appearances. Finally, incarcerated youth were able to participate in "vir-
tual" classroom programming until in-person instruction was established that met physical distancing requirements.
Field Probation Officers continued to make contact with clients telephonically, virtually and/or in-person as the needs
arose. In Fiscal Year 2021-22, Probation will leverage the lessons learned from the pandemic to offer a variety of in-person
and live-time "virtual" support that encourages more connection between the assigned Probation case manager and his/
her clients.
■ During Fiscal Year 2020-21, Probation was able to collaborate with the County Executive Office (CEO) and the Social Ser-
vices Agency to develop the County's Senate Bill (SB) 439 protocol. Effective January 1, 2020, counties were required to
develop a process for determining the least restrictive responses to use when local law enforcement encountered a youth
under the age of 12 that involved themselves in alleged criminal activity. As a result of the protocol, local law enforcement
agencies were educated on available resources they could then turn around and provide to parents/guardians that needed
assistance, rather than arresting and/or introducing an acting-out youth to the juvenile justice system needlessly.
■ During Fiscal Year 2020-21, the Probation Department assumed leadership roles in statewide associations (President
Elect of the Chief Probation Officers of California, President of Probation Business Managers Association). During Fiscal
Year 2021-22, Probation will work (through these associations) with legislators and the Administration to ensure the
resources are made available to the County to operationalize statewide initiatives (e.g. Assembly Bill (AB) 1869, AB 1950,
SB 823) as well as local strategic priorities such as Integrated Services.
■ SB 81 Multipurpose Rehabilitation Center (MRC) - Probation successfully secured a conditional award from the Board of
State and Community Corrections (BSCC) on April 9, 2015, for construction of the MRC, in the full award amount of
$17.5M. In January of 2020, the state recognized additional cost increases related to construction and approved the proj-
ect to proceed. In Fiscal Year 2021-22, Probation looks forward to officially opening the MRC (expected completion date is
November 2021) and supporting Juvenile Hall facility needs, as well as facilitating rehabilitative programming intended
to reduce the likelihood of recidivism by Probation's youthful clients.
■ Juvenile Facilities Plan - In Fiscal Year 2018-19, Probation finalized a plan for its juvenile facilities with the goal of better
utilizing available bed space within Probation's Juvenile Hall and Camps, as well as becoming more efficient with the
staffing resources assigned to the Juvenile Operations Bureau. As part of the facilities plan, Probation closed operations at
the Joplin Youth Center (JYC) in May 2019. Youthful offenders, housed at the JYC at the time of closure and who were not
eligible for release, were transferred to other facilities to complete court-ordered custody commitments. Additionally,
staff members formally assigned to JYC were reassigned to other critical vacancies throughout Probation.
■ During Fiscal Year 2020-21, the Orange County Criminal Justice Coordinating Council (OCCJCC) approved a plan to con-
sider Probation's Youth Guidance Center as a future adult reentry facility as part of the County's Integrated Services Strat-
egy for Community Corrections. In addition, during Fiscal 2021-22, Probation (in concert with CEO) will begin the
process of re-imagining the layout of Juvenile Hall and the Youth Leadership Academy. The ultimate goal of the planning

will be to restructure Juvenile Hall and the Youth Leadership Academy to provide secure housing, in-custody program-
ming and transitional/reentry services for youth committed to short term custodial commitments and for those youth
that fall under SB 823.
■ SB 823/SB 823 Subcommittee - On September 30, 2020, SB 823 Juvenile Justice Realignment: Office of Youth and Commu-
nity Restoration, was chaptered. This legislation marked the beginning of the closure of the State's Department of Juvenile
Justice (DJJ). Youth formally eligible to serve commitments at DJJ (after July 1, 2021) would instead serve custodial com-
mitments within their home counties and undergo in-custody program/treatment and receive transitional/reentry ser-
vices as ordered by the Juvenile Court. In order to be eligible to receive Block Grant funding under the new legislation,
counties were required to create a subcommittee. This subcommittee's charge was to create a program that took into
account the housing, in-custody programming/treatment, and reentry services required to support all youth that fell
under the new legislation. During Fiscal Year 2020-21, the County's SB 823 subcommittee was created under the leader-
ship of the Department's Chief Probation Officer (CPO). During Fiscal Year 2021-22, the CPO will lead a diverse group of
County stakeholders, educational leaders and community organizations in the creation of Orange County's SB 823 plan.
■ Community Corrections System Integrated Services - On October 22, 2019, the County Board of Supervisors received the
Community Corrections System Integrated Services: 2025 Vision Report and directed the CEO to incorporate Integrated
Services strategic priorities, action items, targets and outcomes into the County's Strategic Financial Plan. The report out-
lined five areas of focus (i.e. 5 Pillars of Service) namely: Prevention, Courts, In-Custody Treatment, ReEntry, and Juve-
nile/Transitional Age Youth. During Fiscal Year 2020-21, Probation continued to play a key role as Chair of the ReEntry
Pillar group as well as appropriate sub-groups. During Fiscal Year 2021-22, in addition to the facilities planning, the
Department will continue to partner with the Orange County Juvenile Court and other County stakeholders to determine
how the other pillar strategies of Prevention, Courts, In-Custody Treatment, and ReEntry can be modified to address the
needs of all youth involved (or at risk of being involved) in the juvenile justice system, including SB 823 youth.
Probation Department Administration - Probation orities and maintain efficient/effective services. The CPO
Department Administration consists of the Chief Probation consults with the Board of Supervisors, County Executive
Officer (CPO) and the Assistant Chief Probation Officer Office, and Courts for policy direction and guidance, and
(ACPO). The CPO, in consultation with the ACPO, coordi- provides fiscal oversight of Probation's budget and expendi-
nates the operation and administration of all Probation tures. In the absence of the CPO, the ACPO performs the
Department programs and services. The CPO works with the aforementioned duties. Additionally, the ACPO directs and
ACPO to assign projects and develop goals within the consults with the three Chief Deputy Probation Officers of
department's three bureaus: Adult Operations, Juvenile the Adult Operations, Juvenile Operations, and Operations
Operations, and Operations Support. The CPO develops and Support bureaus, as well as directs Probation's Public Infor-
maintains effective working relationships with other social mation Officer, Probation's Digital Communications Special-
and law enforcement agencies, public officials, the judiciary, ist, and Probation's Information Technology Services.
and community organizations to assess needs, develop pri-

Adult Operations Bureau - Adult Operations provides ser- ■ The Special Enforcement Unit focuses on adults who
vices through four distinct operational divisions: Adult have committed serious and violent offenses with an
Court Services, Adult Field Supervision, Special Supervision emphasis on offenders who have a history of weapons.
and AB 109 Field Supervision. Each division is responsible
■ Professional staff manage the Global Positioning System
for working with offenders to promote individual compe-
(GPS) Monitoring Center 24 hours per day 7 days per
tency and ensure community safety. The role of the Deputy
week. Typically, there are greater than 300 individuals
Probation Officer (DPO) is complex and constantly evolving.
throughout the County required to wear a GPS monitor-
The following information is general and not a comprehen-
ing bracelet which allows for enhanced supervision and
sive list of the duties performed in each division:
tracking of their movement.
The Adult Court Services (ACS) division completes a wide
■ The Probation Department has a dispatch center with
variety of functions directly related to supporting the courts.
four full-time dispatchers.
oAdult Investigations: DPOs conduct extensive interviews
with the defendants, victims, and other involved parties in ■ The Secure Electronic Confinement (SEC) Program
the preparation of SARATSO, Pre-plea, Probation and Sen- allows non-violent low-risk offenders with custodial
tencing, and Mental Health Diversion Reports. commitments to apply to serve their commitment on
■ Collaborative Treatment Courts: DPOs serve as part of home confinement rather than in the local county jail.
the treatment teams in all of the Adult Collaborative The Public Safety Realignment Act (commonly referred to as
Courts including Drug Court, DUI Court, Whatever It AB 109) is considered one of the most dramatic changes in
Takes Court, and Veterans Treatment Court. California criminal justice history. The AB 109 Field Super-
■ Resident Probation Officers: DPOs are assigned to each vision (AB 109) Division supervises over 2,700 adults
justice center throughout the County. including the Postrelease Community Supervision (PRCS)
and Mandatory Supervision (MS) populations.
■ 1203.9 Penal Code (PC) Transfers: DPOs process and
■ PRCS DPOs supervise offenders released from state
monitor intercounty courtesy supervision transfer
prison whose most current offense is considered non-
requests and those subject to the Interstate Compact.
serious pursuant to PC 667.5(c), non-violent pursuant
■ DPOs complete assessments as part of the Pretrial to PC 1192.7(c), and non-high risk-sex offense as
Assessment & Release Supervision (PARS) Program. defined by the California Department of Corrections
The Adult Field Supervision (AFS) division supervises over and Rehabilitation (CDCR). The period of supervision
4,200 adults on formal probation. In addition to monitoring for PRCS offenders cannot exceed three years.
compliance with court orders, DPOs are responsible for con- ■ MS DPOs supervise offenders who are sentenced to a
ducting regular assessments on their clients and ensuring county jail for 16 months, or two, or three years under
they provide referrals and linkages to resources that address PC 1170(h).
the needs of their clients. Supervision DPOs serve a multi-
tude of roles with the ultimate goal of seeing their clients Juvenile Operations Bureau - The Juvenile Operations
successfully complete their term of probation. Bureau provides oversight and direction of Juvenile Hall and
The Special Supervision Division (SSD) supervises over two camp/ranch facilities - Youth Guidance Center (YGC)
1,500 high-risk offender populations as well as being and Youth Leadership Academy (YLA). Additionally, this
responsible for several other critical functions. bureau provides services through two distinct operational
divisions: Juvenile Field Supervision and Juvenile Court Ser-
■ The Gang Unit DPOs are assigned to local law enforce- vices. Juvenile Hall, YGC, and YLA operate 24-hours-per-
ment teams and supervise both adult and juvenile gang day, 7-days-per-week and must meet stringent guidelines
members. established by the California Board of State and Community
■ The Adult Sex Crimes Unit supervises adult offenders Corrections. Primary responsibilities include: providing a
who have a current or previous sex offense. safe environment for the youthful offenders in custody,
ensuring sufficient well-trained staff are available, develop-
■ The Domestic Violence Unit supervises individuals who
have been convicted of intimate partner violence, child
abuse, and/or elder abuse.

ing and providing a broad range of treatment and rehabilita- The Juvenile Court Services division provides a number of
tive programs to meet the youths' needs, adhering to all essential functions. This division provides intake screening
laws/regulations/licensing requirements for correctional services for all youth referred by law enforcement agencies
facilities, and overseeing correctional facility maintenance for alleged violations of the law, conducts preliminary inves-
and development. tigations to determine if further referrals to the District
Attorney and Court are necessary, provides Juvenile Court
The Juvenile Field Supervision division supervises youthful Officers to the Juvenile Court, conducts investigations for the
offenders in the community on formal probation, including Juvenile Court, administers Truancy Court and Drug Court,
probation foster care youth. In addition, this division is also and monitors diversion and administrative cases.
responsible for Probation's Youth Reporting Center (YRC)
locations. The YRCs provide services for youthful offenders Operations Support Bureau - The Operations Support
in violation, or with a high-risk potential for ongoing delin- Bureau provides primary support services for Probation's
quency, as well as transitional aftercare services for youth overall operation through two divisions: 1) Administrative
released from juvenile institutions. Additionally, programs and Fiscal and 2) Professional Standards. This branch of
are provided that offer alternatives to confinement such as Probation provides administrative and fiscal services, cleri-
the Accountability Commitment Program, which allows cal support, human resource services, and research and evi-
offenders to be released home on electronic confinement to a dence-based practices support for all functions in the
day-treatment program. Department. The bureau supports Departmental long-range
planning, pursuit of outside funding, contract and purchas-
ing administration, employee recruitment, hiring, training
and operation of the Volunteers in Probation (VIP) and Vol-
unteer Probation Officer (VPO) functions.
■ In FY 2018-19, 14 positions were deleted in accordance

with the County Vacant Position Policy.
Ten Year Staffing Trend:
■ During the FY 2018-19 budget process, 1 position was
1,600
transferred from Ward Welfare, Fund 14R.
1,446 1,456 1,456 1,446
1,346 1,333
1,289 1,275
1,400
1,152 1,115
In FY 2017-18, 15 vacant positions were deleted in
1,200 accordance with the County Position Policy, 1 position
1,000
was transferred to Employee Benefits, and 29 positions
800
were transferred to OCIT as a result of Probation joining
600
OCIT Shared Services.
400
200 ■ In FY 2016-17, 13 vacant positions were deleted in
0 accordance with the County Position Policy.
■ In FY 2015-16, 100 vacant positions were deleted in an
effort to offset position needs in the County that were
Ten Year Staffing Trend Highlights: available due to a decrease in the juvenile detention
■ In FY 2020-21, to reduce the budget shortfall due to the population.
ated with the Voluntary Incentive Program (VIP) were ■ In FY 2014-15, 10 positions were deleted pertaining to
deleted. Additionally, 13 vacant positions were deleted Juvenile Hall operations.
in accordance with the County Vacant Position Policy. ■ In FY 2012-13, 18 positions were added as a result of
■ During the FY 2020-21 budget process, 114 vacant posi- increased workloads due to the implementation of AB
tions were deleted per CEO recommendation. 109 and 8 positions were transferred to Human
Resource Services as part of the centralization.
In FY 2019-20, 9 positions were deleted in accordance


Budget Summary
Base Budget:
Plan for Support of the County's The FY 2021-22 Recommended Base Budget includes $2.2
Strategic Priorities: million in realignment revenue to address the needs of youth
The Probation Department will continue to serve the public no longer being housed at the Department of Juvenile Justice
and strive to protect public safety, while continuing to accept (DJJ), per the passage of Senate Bill No. 823. Additionally,
leadership roles on a statewide basis to help facilitate County Probation's base budget includes the assumption that the
goals. Probation will also continue its lead role related to Department will receive $5.1 million in revenue backfill for
Criminal Justice Realignment and the CPO will actively lead revenue losses resulting from the passage of Assembly Bill
the Chief Probation Officers of California in the statewide No.1869. Probation will evaluate hiring plans, programming
pursuit of new revenue and the protection of existing reve- and services to address revenue shortfalls if this level of
nue sources. Probation continues its commitment to perfor- funding does not come to fruition.
mance metrics through regular convening of all managers to
examine progress made and make continued strategic
refinements, especially as it relates to best practices.
Total Positions 1,152 1,117 1,115 1,115 (2) (0.2)
Total Revenues 82,788,272 85,518,700 85,309,011 88,077,186 2,558,486 3.0
Total Expenditures/Encumbrances 185,433,590 194,680,660 184,442,635 193,224,381 (1,456,279) (0.8)
Net County Cost 102,645,317 109,161,960 99,133,624 105,147,195 (4,014,765) (3.7)
Detailed budget by expense category and by activity is presented for agency: Probation in the Appendix on page A69

■ Probation continues to focus on the efficient and effective use of staff resources by reviewing the deployment of existing
resources. Performance metrics and Evidence-Based Practice initiatives are being used in this effort.
■ Probation continues to manage with limited resources to protect public safety, as well as the health and security of youth-
ful offenders in custody. Probation will continue its joint efforts with the Courts, other County departments, and commu-
nity law enforcement and stakeholders, especially as it relates to Criminal Justice Realignment activities.
■ Probation continues to make priority improvements to its infrastructure to increase efficiency, while striving for data
sharing compatibility with state, county, and local agencies.
■ Probation continues to look for grant opportunities to help fund needed department-wide services consistent with its use
of best practices.

Chief Probation Officer
No. Agency Name Bureau Adult Operations Bureau Juvenile Operations Bureau Operations Support Bureau Total
057 Probation 500 72,444,256 119,888,898 890,727 193,224,381
14R Ward Welfare 0 0 182,434 0 182,434
Total 500 72,444,256 120,071,332 890,727 193,406,815

PUBLIC PROTECTION 14R - Ward Welfare
14R - WARD WELFARE

14R - Ward Welfare

Description:
Total FY 2020-2021 Projected Expend + Encumb: 108,723
The Ward Welfare Fund is controlled by the Chief Probation
Officer and is used for the benefit of education and welfare of
detainees confined to Juvenile Hall or other County juvenile
facilities and/or for the maintenance of these facilities. Ward Total Employees: 0.00
Welfare funds are comprised of proceeds from commissary

operations and commissions from the use of collect-only
telephones in the County's three juvenile facilities. Proceeds
are used to support cultural, educational, and motivational
activities for the youth in the facilities.

Ten Year Staffing Trend: ■ In FY 2018-19, the 1 position in this fund was trans-
ferred to Probation Department, Budget Control 057, to
1 provide long-term sustainability of the position.
1 1 1 1 1 1
1
0
0 0 0 0
0
Budget Summary
(1) (1)
Total Revenues 114,874 114,500 127,287 110,500 (4,000) (3.5)
Inc/(Dec) to Obligated Fund Balances 4,816 (7,647) 18,564 (71,934) (64,287) 840.7
Detailed budget by expense category and by activity is presented for agency: Ward Welfare in the Appendix on page A157

058 - Public Defender PUBLIC PROTECTION
058 - PUBLIC DEFENDER

http://www.pubdef.ocgov.com/
058 - Public Defender

To provide effective, compassionate and high quality repre- Total Recommended FY 2021-2022: 87,791,568
sentation to the indigent client, and do so in a cost effective Percent of County General Fund: 2.14%
manner. Total Employees: 362.00
Strategic Goals:
The Public Defender has a legal and ethical obligation to represent clients who lack the resources to hire an attorney, as
appointed by the courts. All persons charged in criminal cases are entitled to be represented by counsel at all stages of pro-
ceedings as guaranteed by the Sixth and Fourteenth Amendments to the United States Constitution, Article I, Section 15 of the
California Constitution, and Penal Code section 987.
The goal of the Offices of the Public Defender is to protect the constitutional rights, privileges and freedoms of individuals by
providing the highest quality legal advocacy for all clients in the courts of Orange County in a cost-effective manner. This goal
will be achieved through the efforts of staff in each of the primary units of the Offices of the Public Defender.
■ Guaranteeing the right to effective, competent counsel for all system-involved clients in the Orange County Superior
Court, Court of Appeal and California Supreme Court, consistent with its statutory mandates to represent clients in crim-
inal, juvenile, post-conviction, mental health, probate, civil commitment and assisted outpatient treatment cases.
■ Protecting the rights of families involved in the foster care system while working towards reunifying families in the juve-
nile court.
■ Working collaboratively with the County and justice partner agencies to improve outcomes for system-involved clients.
■ Utilizing Recidivism Advisors to reduce the costs associated with repetitive crimes and incarceration.

PROFICIENCY INDEX RATING USED INTERNALLY AS Maintained high quality and To continue to maintain high quality The Public Defender began tracking
METHOD TO EVALUATE LEVEL OF SERVICES efficient representation in and efficient representation in the performance measures in 2002
PROVIDED IN CASES. the courts consistent with courts consistent with relevant state using this Proficiency Index.
What: An internal measurement tool to monitor and relevant state and national and national guidelines and Findings show above satisfactory
evaluate quality representation by the Public guidelines and continued to continue to work toward performance levels at 97.67% for
Defender. work toward compliance compliance with each of these. calendar year 2020.
Why: The mission of the Public Defender is to provide with each of these.
high quality legal representation to clients.

■ Public Defender Attorney, Ms. Larisa Dinsmoor was installed as the Orange County Bar Association (OCBA) President on
January 21, 2021. The OCBA contains over 8,000 members including lawyers, judges and law students.
■ In 2020, Public Defender received the Department of Defense, Employer Support of the Guard and Reserve Patriot Award.
■ On January 11, 2020, the Public Defender Attorney Manager, Mr. Brian Waite was honored as the Attorney of the Year by
the Thurgood Marshall Bar Association (TMBA).

PUBLIC PROTECTION 058 - Public Defender
■ On November 20, 2020, Ms. Valerie Preciado, Public Defender Defense Investigator, was awarded the Investigator of the
Year by the California Defense Investigators Association.
■ Public Defender continued to utilize one of the highest number of interns among County departments.
■ Public Defender hosted the 2020 Working Wardrobes Accessory Drive, and staff generously donated to this charity which is a
regional nonprofit organization that empowers men, women, young adults and veterans to overcome barriers, so they can
achieve the dignity of work.
■ Public Defender worked closely with the nonprofit organization Project Kinship to provide mental health services, legal
advice, family support services, health and well-being programming, support and recovery groups, workforce training and
referrals for formerly incarcerated and system-involved clients.
Public Defender
Executive Public Defender Alternate Associate

Management Unit Defender Defender
Executive Management - The Public Defender is the Depart- Associate Defender - The Associate Defender Office is
ment Head over the Offices of the Public Defender which con- located in Santa Ana and is staffed by attorneys with a small
sists of three distinct and separate law offices. These are the support staff. This unit primarily handles capital cases and
Public Defender Office, the Alternate Defender Office and the complex homicide cases. These are cases that, because of a
Associate Defender Office. conflict of interest, would previously have been handled by
Public Defender Unit - The main unit is referred to as the court-appointed private attorneys at a greater cost to the
Public Defender's Office and is made up of several distinct County.
sections. The main office is located in Santa Ana and is home
to the Felony Panel trial teams, the Writs and Appeals section, Ten Year Staffing Trend:
the Training section, the Administrative Unit and the Infor-
mation and Technology Unit. The Department's Mental 430 421 419
Health Unit (which includes the W&I Code section 6600 sec- 420 408
413
404
tion) is housed separately in Santa Ana. The Department's 410
397 399
400 393
Juvenile Court unit is located within the Lamoreaux Justice 386
390
Center in the City of Orange. There are also four branch offices 380
located in Fullerton (North Justice Center), Santa Ana (Central 370 362
Justice Center), Westminster (West Justice Center), and New- 360

350
port Beach (Harbor Justice Center). Attorneys and support 340
staff work at each of these locations. 330
Alternate Defender - The Alternate Defender Office is located
in Santa Ana. Attorneys and support staff handle the first level
of conflict cases (except for conflict arising in capital, W&I Ten Year Staffing Trend Highlights:
Code 6600, and Mental Health cases). The Alternate Defenders
■ The FY 2021-22 Recommended Budget includes a
represent clients who, because of a conflict of interest, cannot
reduction of 56 positions to meet the NCC limit. The
be represented by the main unit, often because more than one
department has requested full restoration of these posi-
defendant is charged.
tions.
In FY 2020-21, to reduce the budget shortfall due to the
pandemic-related revenue losses, 1 position associated
with the Voluntary Incentive Program (VIP) was
deleted.

058 - Public Defender PUBLIC PROTECTION
■ During the FY 2020-21 budget process, 2 vacant posi- ■ During the FY 2015-16 budget process, 2 part-time,
tions were deleted per CEO recommendation. limited term positions were added to support the grant
received in collaboration with the Orange County Dis-
trict Attorney's Office to review cases for defendants
added for Alternate Defender, Immigration Support
who have been erroneously convicted.
Services, Homeless Outreach Court, Senate Bill 1437,
Case Management Support and Digital Evidence ■ During the FY 2014-15 budget process, 4 positions were
requirements. added as a result of the Orange County Board of Super-
visors adopting a resolution on May 13, 2014, authoriz-
ing implementation of Assisted Outpatient Treatment,
added to address increased service demands created by
AB 1421 also known as "Laura's Law". The Public
police agencies use of body worn-cameras, the imple-
Defender's Office is mandated to provide legal represen-
mentation of Proposition 63, desktop and network secu-
tation to those clients affected by Laura's Law and was
rity and to meet staffing needs of the AB 109 Unit.
approved to add 4 additional positions in July 2014.
added to meet the increased discovery workload created
added to handle the additional responsibilities associ-
by police agencies use of body-worn cameras and to
ated with the State Parole Violation Hearings in con-
meet the increased workload due to Proposition 57 and
junction with AB 109.
the mandate from the California Supreme Court direct-
ing attorneys to provide clients under the age of 26 with In FY 2012-13, 6 positions were added for Revocation
detailed sentencing hearings. Hearing and Post-release Community Supervision and
1 position was deleted.
added to meet the recruitment workload demands and
the increased discovery workload created by police
agencies use of body-worn cameras.

Budget Summary
Base Budget:
Plan for Support of the County's To meet the FY 2021-22 Net County Cost limit, the Public
Strategic Priorities: Defender submitted a Reduce Level of Service Augmentation
The Offices of the Public Defender work diligently to support in the amount of $7.7 million. As the Public Defender budget
the countywide strategic goal of protecting the community is comprised of approximately 83% salaries and benefits, it
by promoting a fair and equitable criminal justice system. is likely that any reductions to the base budget would result
The Department focuses on excellence and integrity while in staff reductions and the Department would have to begin
remaining fiscally responsible in serving the community of reducing caseloads. In order to maintain current levels of
Orange County. Public Defender services are core business service, the Public Defender has requested full restoration of
functions mandated by law to represent clients under the $7.7 million in appropriations and Net County Cost.
appointment by the courts. The budget is approximately
83% salaries and benefits and is monitored closely along
with any initiatives and legislation that may impact services
provided.
PB Req.
Restore Appropriations and Net Restoration of $7.7 million in appropriations The Public Defender will continue to use best practices 20613
County Cost to Maintain Current and Net County Cost to maintain current level to manage workloads and measure tasks.
Level of Service of service.
Amount:$ 7,689,023

PUBLIC PROTECTION 058 - Public Defender

(1) (1)
Total Positions 419 418 418 362 (56) (13.4)
Total Revenues 5,196,378 6,671,041 6,543,980 5,547,940 (1,123,101) (16.8)
Net County Cost 77,004,655 83,070,428 82,688,722 82,243,628 (826,800) (1.0)
Detailed budget by expense category and by activity is presented for agency: Public Defender in the Appendix on page A72

■ The Offices of the Public Defender continue to provide quality services on over 52,000 cases annually and is proactive in
addressing workload impacts resulting from the complexity of casework, immigration consequences, body-worn camera
discovery, Propositions 47, 57, 63, and 64, Senate Bill 1437, Senate Bill 395, expanded sentencing hearings for juvenile
offenders, competency requirements for delinquency attorneys, and other impacts of the evolving legal environment.
■ The Department is required to provide additional services due to new legislations or changes to existing legislations such
as AB 1793, AB 1950, SB 384, SB 203, AB 865, AB 1812, and AB 2147.
■ The federal Administration for Children and Families has revised the Child Welfare Policy Manual to permit agencies to
claim federal foster care dollars (Title IV-E funds) for attorneys representing parents and children in the dependency sys-
tem. Title IV-E matching funds are now available to legal service providers, including this Department, by the Superior
Court through the Judicial Council. However, the matching funds are only available to enhance legal services by reducing
per attorney caseloads and may not be used to supplant existing funding.
■ The Offices of the Public Defender, in partnership with the Community Corrections Partnership and other County
Departments, continue to evaluate and employ best practices to ensure the continued successful implementation of AB
109 services aimed at reducing recidivism.
■ The Department, in partnership with other County agencies, continues to participate and advance the efforts of the
County's progress with the 2025 Vision of developing a Community Corrections System of Care that includes the diversion
of low-level nonviolent offenders with mental illness and/or substance abuse away from jails and toward more appropriate
community-based treatment services.
■ The Department is able to provide additional revenue for the County, as a result of now being able to claim costs for post-
probable cause SVP cases.
■ Utilize Recidivism Advisors to reduce the costs associated with repetitive crimes and incarceration.
■ Out of court collaboration with stakeholders to produce better outcomes for system-involved individuals in the criminal
justice system, dependency system, juvenile justice system and mental health system.

No. Agency Name Executive Management Public Defender Unit Alternate Defender Associate Defender Total
058 Public Defender 510,400 75,538,366 10,581,940 1,160,862 87,791,568
15N Delta Special Revenue 0 17,345 0 0 17,345
Total 510,400 75,555,711 10,581,940 1,160,862 87,808,913

15N - Delta Special Revenue PUBLIC PROTECTION
15N - DELTA SPECIAL REVENUE
15N - Delta Special Revenue


To provide competent representation to each court- Percent of County General Fund: N/A
appointed client in an efficient, cost-effective manner and in Total Employees: 0.00
accordance with professional standards and ethics as estab-
lished by the courts and by national and state legal organiza-
tions.
The Delta Special Revenue Fund was created on behalf of the

Orange County Board of Supervisors in an agreement
regarding the funding of Case No. 94ZF0195, by Calaveras
County. It authorized the Public Defender to hire staff,
arrange for space, contract services and arrange for equip-
ment to undertake the action of representation of the defen-
dant. It also authorized costs incurred by other Orange
County departments as a result of the defendant's case.
Budget Summary
(1) (1)
Total Revenues 2,857 3,300 1,482 700 (2,600) (78.8)
Total Requirements 6,150 17,900 7,345 17,345 (555) (3.1)
Inc/(Dec) to Obligated Fund Balances (2,841) (14,600) (4,827) (16,645) (2,045) 14.0
Detailed budget by expense category and by activity is presented for agency: Delta Special Revenue in the Appendix on page A169

PUBLIC PROTECTION 060 - Sheriff-Coroner
060 - SHERIFF-CORONER
http://ocsheriff.gov
060 - Sheriff-Coroner


The men and women of the Orange County Sheriff-Coroner Percent of County General Fund: 19.86%
Department are dedicated to the protection of all we serve. Total Employees: 3,556.00
We provide exceptional law enforcement services free from
prejudice or favor, with leadership, integrity and respect.
Strategic Goals:
■ Respond in a timely and effective manner to public safety concerns.
■ Provide safe, secure, and efficient incarceration for pre- and post-trial inmates.
■ Lead and support countywide law enforcement efforts.
■ Maintain the County and Operational Area Emergency Operations Center (EOC) in a constant state of readiness for emer-
gency activation and disaster response.
■ All Court Security services shall be enforced with a pledge to providing those services in the most vigilant, efficient and
courteous manner.

NUMBER OF INMATE-ON-INMATE AND In 2020, the number of Conduct ongoing review Documenting jail violence statistics has improved
INMATE-ON-STAFF ASSAULTS REPORTED IN inmate-on-inmate assaults of operational procedures substantially since the creation of the Strategy
COUNTY JAILS. reported was 929 cases in to maintain or reduce the Accountability Focus and Evaluation (S.A.F.E)
What: Promote a safe and secure housing comparison to 1,146 cases number of inmate-on- Division, which began compiling the statistics.
environment for incarcerated inmates as well as in 2019, representing an inmate and inmate-on- The Department will continue to look for a variety
staff. overall 18.9% decrease. In staff assaults. of ways to enhance the safety of our inmates and
Why: To maintain control of our correctional 2020, the number of staff.
facilities and to ensure the safety of inmates and assaults on staff was 38 in
staff. comparison to 73 in 2019,
representing an overall
47.9% decrease.
NUMBER OF INMATE GRIEVANCES HANDLED In FY 2019-20, the number Maintaining fair and In FY 2019-20, grievances filed by inmates
BY STAFF. of inmate grievances filed appropriate resolution of increased by 141% as compared to FY 2018-19
What: A formal process for an inmate to address was 1,017. the grievances filed by total of 422 grievances. The grievance database
an issue or condition of confinement that affects inmates. was upgraded which provides a more robust and
him/her. stable database to manage the high volume of
Why: Provides a positive outlet, reduces grievances.
misconduct and improves custody operations for
staff & inmates.

060 - Sheriff-Coroner PUBLIC PROTECTION

NUMBER OF USE OF FORCE IN CUSTODY The number of use of force Continue to train deputies During FY 2019-20, Custody Operations had 514
OPERATIONS FACILITIES. incidents reported in County to ethically use objectively incidents involving use of force. Of those
What: A use of force occurs when department jails during FY 2019-20 was reasonable force to incidents, 207 involved injuries to inmates or
members have to use force to affect an arrest, 514 incidents or 1.10% of maximize facility security, staff. The department has reached its goals in
overcome resistance or prevent escape. the number of inmates to minimize injuries to minimizing the number of incidents and trains in
Why: Deputies are trained to use objectively booked into the Orange suspects and department the ethical, legal, and appropriate use of force
reasonable force given the circumstances of an County Jail system. members and minimize and de-escalation.
incident. sustained personnel
investigations for
improper use of force.
RESPONSE TIME TO PRIORITY 1 CALLS FOR In 2020, Law Enforcement Maintaining Law The Department's 2020 response time to Priority
SERVICE. response time to Priority 1 Enforcement response 1 calls for service was faster than 2019, resulting
What: Timely response to Priority 1 calls for calls for services is on time to Priority 1 calls for in a 44 second quicker response time than 5:31
service reduces/limits the potential danger to average 4:47 minutes, which service in less than or minutes. In addition, 2020 phone-initiated calls
human life. did not meet the target equal to the standard of 5 for services decreased by 150% compared to
Why: Staying within the allotted response times, average of 5 minutes. minutes. 2019.
Deputies can assist the public more efficiently.
CRIME RATE ON AREAS PATROLLED BY THE In 2019, areas patrolled by Within Sheriff's service Sheriff's patrol overall crime rates slightly
SHERIFF'S DEPARTMENT. the Sheriff's Department had areas, we expect the decreased from 2018 to 2019. According to the
What: Measures Crime rate in areas patrolled by a crime rate of 10 per 1,000 crime rate to be lower Crime Statistics from the FBI's "Crime in the
the Sheriff's Department. residents, which is lower than the County average. United States", the Department has achieved its
Why: Committed to keep the citizens of Orange than the County's average of planned target crime rates in Sheriff patrol areas
County safe by being proactive in reducing 20 per 1,000 residents. were lower than the crime rates of other cities in
crimes. the County.

■ The Sheriff-Coroner Department was able to secure $100 million from the State of California for County jail funding. The
first phase project at the James A. Musick Facility received State Public Works Board (SPWB) approval (Project Establish-
ment) in March 2013 and includes 512 new rated beds for the County of Orange Adult Detention System. The department
also secured a second conditional award for $80 million from the State of California for County jail funding in January
2014. This second phase project at the James A. Musick Facility received SPWB approval (Project Establishment) in Janu-
ary 2015 and includes 384 rated beds for rehabilitation, treatment and housing. Both projects have been combined for a
single bid and construction package. The design development has been completed and approved. The project advertising
and bids to pre-qualified contractors was completed in March 2020 and Board of Supervisors award of the construction
contract was completed in May 2020. State approval for award of the construction of the project was obtained in July
2020. In August 2020, the County entered into a construction agreement in the amount of $261,1 million. Construction
commenced in August 2020 and is scheduled to be completed in February 2023.
■ The Orange County Sheriff 's Advisory Council (OCSAC) was formed in 1979 as a California non-profit 501 (c)(3) corpo-
ration for the purpose of supporting local law enforcement. There are approximately 450 business and community leaders
who are members of the OCSAC. The OCSAC has raised funds to purchase equipment and assist with projects. Purchases
have included vests, specialty flashlights, equipment for the helicopters and a variety of other equipment officers have
needed, but were unable to purchase due to budget limitations. The Project 999 Fund provides financial assistance to
support officers who are injured or killed in the line of duty. Whenever an officer is killed in the line of duty, OCSAC covers
the cost of sending an officer from the Sheriff 's Department to attend the memorial service of that officer. In the last cou-
ple of years, OCSAC refurbished the Laser Village, a state of the art training complex at the Sheriff 's Katella Training Cen-
ter. The funds to refurbish this facility were in excess of $100,000 in kind contributions. The original build of the Laser
Village was completed with funds donated by OCSAC. The OCSAC is responsible for the design and building of the Peace
Officers' Memorial located in Tustin, California. OCSAC also funds the ongoing maintenance of the Memorial. OCSAC

purchases canines for the department including the accompanying training and state of the art training equipment for the
canines. OCSAC also purchases all the top recruit guns for the Sheriff 's Regional Training Academy. In the nearly 42 years
since the OCSAC was founded, over $20 million in funding has been contributed for safer Orange County communities.
■ The Orange County Crime Lab (OCCL) successfully deployed Livescans throughout all law enforcement agencies in
Orange County, which assists and updates registrant processes and jail bookings.
■ The OCCL completed implementation of a comprehensive electronic report delivery system to all law enforcement clients,
which allows for rapid access to analysis and examination results by all police departments.
■ The OCCL accreditation was fully renewed and updated to the new accreditation standard.
■ The OCCL is analyzing all historical sexual assault evidence kits as part of the County's Sexual Assault Kit Initiative
(SAKI) project, including the historical kits previously never submitted to the laboratory. The total backlog has decreased
from 1,800 in 2019 to less than 1,000 in the beginning of 2021. Additionally, turn-around time on current casework is
about five months, down from six to eight months.
■ The OCCL continues to be part of one of the most comprehensive driving under-the-influence (DUID) and post-mortem
toxicology programs in the country. Drivers are screened for a comprehensive list of drugs and medications (over 300),
which includes quantitations. Toxicology testing for Coroner cases also includes this comprehensive screening and quan-
titation.
■ The Air Support Bureau (ASB) recently placed back into service a third patrol helicopter, increasing its fleet to five operat-
ing helicopters. This third patrol helicopter will assist with decreasing downtime for ASB patrol operations, and improve
maintenance efficiency and scheduling.
■ The ASB added two full time Deputy Sheriff Paramedics that will oversee its medical program with Orange County Emer-
gency Medical Services (OCEMS), and act as Directors of the Advanced Life Support accredited program. In 2020, the
Search and Rescue team responded to 123 rescue calls for service where ABS provided exceptional and professional life-
saving medical care to numerous patients throughout Orange and surrounding counties. Also, the ABS joined with the
Sheriff 's Special Weapons and Tactics (SWAT) team to establish a Tactical Medicine (TACMED) program, which provides
medical care throughout the County for SWAT call outs and during critical incidents.
■ Sheriff 's Department Unmanned Aerial Vehicle (UAV) program added and qualified seven pilots, responded to 35 pro-
test/civil unrest related calls, flew 167 training/actual missions, acquired Bonded Cellular video downlink system for real
time situational awareness for Command Post/Executive Command viewing, and added two additional UAV's to the fleet
at no additional cost.
■ The ASB responded and assisted on the Bond, Blue Ridge, and Silverado Fires. During these fires, the ASB worked collab-
oratively with the Orange County Fire Authority (OCFA) and CAL-Fire in to drastically reduce the loss of life and property
throughout Orange and Riverside County. The ASB helicopters dropped over 36,000 gallons of water, and served as the
Coordinating Helicopter (HELCO) platform. In the HELCO role, ABS assisted OCFA and CAL-Fire not only with respond-
ing to air and ground resources, but also the safety of all personnel.
■ The Sheriff 's Department established the Behavioral Health Bureau (BHB). This Bureau works collaboratively with the
County's Health Care Agency, mental health professionals, and community stakeholders to develop and utilize innovative
methods to reduce recidivism and increase crisis intervention services for the residents of Orange County. The BHB also
works to further the scope of the Department's Crisis Intervention Training program to afford these skills to all members
of the department and to provide enhanced skills to those working in direct support of the BHB. While assisting the
homeless will remain a core function of the Bureau, the goal of the Behavioral Health Bureau is to create a professional,
collaborative, and appropriate response to mental health calls for service with an aim of better connecting people with
services and reducing recidivism.

■ The Emergency Management division finalized and implemented the revised Orange County Operational Area Agree-
ment to provide for the continued management of the Operational Area; cooperative and mutual handling of duties and
responsibilities of the Operational Area Lead Agency; coordination of the emergency functions of the Operational Area
with all other public agencies, corporations, organizations, and affected private persons within the Operational Area; and
the preparation and implementation of plans for the protection of persons and property within the Operational Area in
the event of an emergency.
■ The Emergency Management division finalized the Successor Memorandum of Understanding with Southern California
Edison to provide financial support for emergency preparedness and response activities related to San Onofre. Coordi-
nated to lead planning, training, and exercises for response to San Onofre Nuclear Generating Station (SONGS) including
chairing the Inter-jurisdictional Planning Committee and participating in the Community Engagement Plan. Revised
procedures for the Offsite Dose Assessment Center (ODAC) and the Radiation Monitoring Teams (RadMon).
■ The Emergency Management division coordinated County and Operational Area disaster response including, but not lim-
ited to, activating the Emergency Operations Center (EOC) for the COVID-19 pandemic, Public Safety Power Shutoff, civil
unrest, Silverado Fire, Blue Ridge Fire and Bond Fire.
Sheriff-Coroner
Professional Patrol Investigations & Special Custody Corrections & Court Administrative
Services Operations Operations Operations Operations Services
Command Command Command Command Command Command
Professional Services Command - Provides personnel Patrol Operations Command - Provides patrol services to
development and record keeping to support the operation of all unincorporated areas of the County and to 16 indepen-
the Department. Conducts law enforcement training for dent entities, including 13 municipalities that partner with
sworn peace officers, reserve peace officers, and professional the Department for law enforcement services. Manages the
staff in all phases of state and federal mandated training and following Operations: Transit Operations (Airport Police
continues law enforcement training courses for Sheriff-Cor- Services Bureau, Harbor Patrol Bureau, and Transit Police
oner personnel and law enforcement agencies throughout Services Bureau), North Operations (Emergency Communi-
Orange County and the State of California. Reviews, cations Bureau, Security Bureau, and police services for the
enhances, and creates department policies, improves safety cities of Stanton, Villa Park, Yorba Linda, and north Orange
through compliance with all mandates, reduces liability, County unincorporated areas), Southeast Operations
decreases crime through statistical analysis and mapping, (Directed Enforcement Team (DET), Juvenile Services
assists injured employees in their recovery and return to Bureau (JSB), School Resource Officer (SRO) programs, the
work and tracks employee performance to increase our com- School Mobile Assessment Response Team (SMART), Gang
mitment to excellence in service to the public. The Records Reduction Intervention Partnership (GRIP), Field Training
Division is responsible for case and records information pro- Bureau, and police services for the cities of Lake Forest, Mis-
cessing, maintains departmental records such as crime sion Viejo, Rancho Santa Margarita, and southeast Orange
reports, warrants and statistics, administers the Depart- County unincorporated areas) and Southwest Operations
ment's body worn camera program and manages all facets of
digital multimedia collected, evidence storing, and is
responsible for the security and proper handling of more
than 275,000 items.

(Behavioral Health Bureau, Major Accident Reconstruction Custody Operations Command - Provides jail functions to
Team (MART), and police services for the cities of Aliso more than 64,000 arrestees annually and custodial services
Viejo, Dana Point, Laguna Hills, Laguna Niguel, Laguna to inmates sentenced to serve time in Orange County,
Woods, San Clemente, San Juan Capistrano, and southwest including housing, record keeping, recreational activity,
Orange County unincorporated areas). food services, commissary and services associated with the
Investigations & Special Operations Command - Pro- secure custody of inmates. Correctional programs offer a
vides a wide breadth of public safety and investigative ser- variety of life skills and responsibility classes to help inmates
vices serving Orange County. The Command is comprised of re-enter the community as productive, law abiding citizens
the Investigations Division, Orange County Crime Lab, Coro- upon their release from jail.
ner Division, Emergency Management Division and the Spe- Corrections & Court Operations Command - Provides
cial Operations Division. The Command is responsible for safe and secure facilities for those entrusted to our care and
initiating and investigating public offenses and violations is responsible for security for the County's courthouses. The
relating to crimes against persons and property, sex crimes, Theo Lacy Facility is a maximum security jail complex that
family violence, homicide, computer crimes, checks and maintains the custody and welfare over a diverse inmate
fraud, vice and gang enforcement and narcotics offenses, as population ranging from those charged or sentenced for
well as the implementation of specialized services and task misdemeanor crimes to more serious felonies. The James A.
forces, including special operations. Conducting investiga- Musick Facility, currently under construction, has been spe-
tions into circumstances surrounding deaths falling within cifically designed to enhance programming aimed at reduc-
the Sheriff-Coroner's jurisdiction. Providing critical County- ing recidivism. The Court Operations Division provides
wide forensic science services in support of the investigation bailiffing for all Superior Courts, staffing courthouse holding
and prosecution of criminal cases. The Reserves Bureau is facilities, Courthouse security, enforcement of warrants of
one of the most innovative law enforcement reserve forces in arrest, service and enforcement of civil process, and trans-
the nation. Reserve officers provide a wide variety of ser- portation of mental health conservatees for hearings.
vices in the community, volunteering their time to work Administrative Services Command - Provides financial,
alongside career law enforcement personnel. budget, contract administration for law enforcement ser-
vices, payroll, building maintenance and construction man-
agement, information systems, and other business services
in support of the Department's law enforcement mission.
Provides centralized, coordinated communications systems
for all local public safety agencies (law enforcement, fire,
paramedic and lifeguard) and general government agencies
on a 24-hour basis.

3,700 ■ The FY 2021-22 Recommended Budget includes a
3,575 3,566 3,556
3,600
3,498 3,508
reduction of 342 positions to meet the NCC limit. The
3,500 department has requested full restoration of these posi-
3,386 3,402
3,400 3,359 3,362 tions.
3,300 3,238 In FY 2020-21, 17 positions were transferred in from
3,200 Budget Control 032, Emergency Management Division,
3,100 and 319 positions were transferred in from Budget Con-
3,000 trol 047, Sheriff Court Operations as part of the merger
to Budget Control 060, Sheriff-Coroner, 5 positions
added for the Law Enforcement Contract, Orange
County Transportation Authority, 3 positions deleted
for the Law Enforcement Contracts, City of Aliso Viejo,
City of Dana Point and City of Laguna Niguel, 3 posi-

tions deleted as part of the Department's re-organiza- In FY 2016-17, 1 position was added to reconcile to final
tion, and 3 position deleted in accordance with the city contracts for police services.
County's Vacant Position Policy. ■ During the FY 2016-17 budget process, 6 positions were
■ During the FY 2020-21 budget process, 21 vacant posi- added to address increased service demands in unin-
tions were deleted per CEO recommendation and 12 corporated areas and a new Cyber Crime Unit.
positions were added for the Body-Worn Camera proj- In FY 2015-16, 1 position was added to reconcile to final
ect. city contracts for police services, 6 to help eliminate the
■ During the FY 2019-20 budget process, 63 positions use of long term extra-help, 4 for the Security Bureau
were transferred in from Court Operations, Budget Con- offset by 1 position transferred out to Budget Control
trol 047, for Civil Processing Services and 2 positions 055, Sheriff-Communication.
were added for the OC Crime Lab. ■ During the FY 2015-16 budget process, 3 positions were
In FY 2018-19, 1 position was added for the School added to assist in the development of the Closed Circuit
Mobile Assessment and Resource Team (SMART), 2 Television (CCTV) upgrade and to support the OC
positions for the Law Enforcement Contract, City of San Crime Lab.
Clemente, and 2 positions for the Law Enforcement In FY 2014-15, 21 positions were added for Security
Contract, Orange County Transportation Authority, and Bureau, Support Services, OC Crime Lab and the new
3 positions were deleted in accordance with the Saddleback Station for Southeast Patrol Operations.
County's Vacant Position Policy.
■ In FY 2013-14, 1 position was added for the Law
■ In FY 2017-18, 8 positions were added to provide IT ser- Enforcement Contract, City of Yorba Linda and 2 lim-
vices, expanded law enforcement services in the ited-term positions for OC Crime Lab.
County's flood control channels, and to reconcile to
■ In FY 2012-13, 122 positions were added to handle the
final city contracts for police services and 2 positions
increased needs of the department as a result of a new
transferred in from Budget Control 032, Emergency
Law Enforcement Contract with the City of Yorba Linda,
Management Division.
Deputy Sheriff Training, Central Jails offset by 1 posi-
■ During the FY 2017-18 budget process, 4 positions were tion transferred out to CEO Risk Management.
added to address increased service demands in unin-
corporated areas, 6 for the OC Crime Lab, and 85 posi-
tions transferred in from Budget Control 055, Sheriff-
Communications.

Budget Summary
Base Budget:
Plan for Support of the County's During FY 2020-21, the Emergency Management Division,
Strategic Priorities: Budget Control 032, and Sheriff Court Operations, Budget
The Sheriff-Coroner Department will continue to provide Control 047, were consolidated to the Sheriff-Coroner's Main
exceptional law enforcement services to the residents of Operating Budget, Budget Control 060, due to a reorganiza-
Orange County. The Department will continue to ensure the tion within the Department. The FY 2021-22 Budget
security, protection and welfare of those incarcerated in our includes an $1.8 million increase of Net County Cost (NCC)
facilities. We have reformed custody operations for the safety due to the consolidation of the Emergency Management
of staff and inmates and continually implement changes Division and Sheriff Court Operations.
without reducing the public's safety or services provided. To meet the FY 2021-22 Net County Cost limit the Sheriff-
Coroner Department submitted a Reduce Level of Service
Augmentation of $101.5 million. In order to maintain cur-
rent level of service, the Sheriff-Coroner Department
requested full restoration of the $101.5 million in appropria-
tions and Net County Cost.


PB Req.
Add One Position and Appropriations Add one limited term Sergeant position and Ensure adequate supervision of staff resulting in high 20716
for School Mobile Assessment and $271K in appropriations for the South School quality law enforcement services to the community.
Resource Team Mobile Assessment Response Team (SMART)
Amount:$ 270,930 team offset with funding from the Juvenile
Justice Crime Prevention Act Program.
Add One Position and Appropriations Add one position and $104K in appropriations Ensure adequate staffing to perform essential services 20718
for Rancho Santiago Community for the Training Academy Unit offset by the and address increased workload
College Service Agreement Rancho Santiago Community College Criminal demands in the Training Academy unit.
Amount:$ 104,004 Justice Instructional Services Agreement.
Restore Appropriations and Net Restoration of appropriations to sustain Maintain low number of incidents in County jails 20764
County Cost to Maintain Current Sheriff's Department core County jail involving inmate violence.
Level of Service operations.
Amount:$ 46,449,330
Restore Appropriations and Net Restoration of appropriations to sustain Overtime encompasses various divisions throughout the 20765
County Cost to Maintain Current Sheriff's Department operations. department, and the S-C Department's achievement
Level of Service of desired objectives varies by the direct use of
Amount:$ 55,016,157 appropriations in each applicable unit.

Total Positions 3,554 3,898 3,898 3,556 (342) (8.8)
Total Revenues 532,928,797 560,700,624 593,036,302 628,985,273 68,284,649 12.2
Net County Cost 207,956,058 272,281,798 288,049,900 184,821,032 (87,460,766) (32.1)
Detailed budget by expense category and by activity is presented for agency: Sheriff-Coroner in the Appendix on page A77

■ Proposition 172 Public Safety Sales Tax Revenue (Prop 172) remains a significant funding source for the Sheriff 's Depart-
ment. Although Prop 172 revenue has experienced growth, it is not enough to offset the ongoing operational costs
increase in the areas of Salaries & Employee Benefits, Workers' Compensation Insurance, Property & Liability Insurance,
fuel, food and other Services & Supplies.
■ In response to overall operational cost increases and the decline in State and Federal grants as well as other revenues, the
department is focused on reducing the budget without impacting public safety. One of the measures has been to delay in
filling vacant positions in order to save costs. In addition, the department continues to reduce/defer facility maintenance
and equipment purchases.
■ Emergency Management Division is responsible for maintaining the County/Operational Area Emergency Operations
Center in a constant state of readiness (per County Board Ordinance) for activation and exercises.
■ The Sheriff 's Court Operations Division continues to maintain a working partnership with the Superior Court and will
seek to maximize security services while working within available funding levels.


Field Operations & Investigations &
Investigative Services Special Operations Professional Services Custody Operations Administrative Corrections & Court
No. Agency Name Command Command Command Command Services Command Operations Command Total
060 Sheriff-Coroner 243,869,797 110,868,615 70,540,629 136,516,781 102,572,562 149,437,921 813,806,305
109 County Automated 0 2,330,408 0 0 0 0 2,330,408
Fingerprint
Identification
126 Regional Narcotics 0 3,533,822 0 0 0 0 3,533,822
Suppression Program
- Other
132 Sheriff Narcotics 0 11,147,396 0 0 0 0 11,147,396
Program -
Department of
Justice
Program - Other
134 Orange County Jail 0 0 0 240,093 0 0 240,093
Fund
Program - CALMMET
- Treasury
13B Traffic Violator Fund 964,747 0 0 0 0 0 964,747
13P State Criminal Alien 0 0 0 0 0 2,695,953 2,695,953
Assistance Program
(SCAAP)
13R Sheriff-Coroner 0 0 0 0 23,846,905 0 23,846,905
Replacement &
Maintenance Fund
(SCRAM)
141 Sheriff's Substations 141,086 0 0 0 0 0 141,086
Fee Program
142 Sheriff's Court Ops - 0 0 0 0 0 2,447,241 2,447,241
Special Collections
143 Jail Commissary 0 0 0 10,122,237 0 0 10,122,237
144 Inmate Welfare Fund 0 0 0 16,422,320 0 0 16,422,320
14D CAL-ID Operational 0 2,109,490 0 0 0 0 2,109,490
Costs
14E CAL-ID System Costs 0 41,365,206 0 0 0 0 41,365,206
14G Sheriff's 0 0 0 0 2,419,768 0 2,419,768
Supplemental Law
14Q Sheriff-Coroner 0 0 0 0 215,123,616 0 215,123,616
Construction and
Facility Development
15L 800 MHz CCCS 0 0 0 0 13,999,115 0 13,999,115
Total 244,975,630 174,942,890 70,540,629 163,301,431 357,961,966 154,581,115 1,166,303,661

PUBLIC PROTECTION 032 - Emergency Management Division
032 - EMERGENCY MANAGEMENT DIVISION
032 - Emergency Management Division

Total FY 2020-2021 Current Modified Budget: 0
Description: Total FY 2020-2021 Projected Expend + Encumb: 0
The Emergency Management Division leads, promotes, Total Recommended FY 2021-2022: 0
facilitates and supports County and Operational Area efforts Percent of County General Fund: 0%
to mitigate, prepare for, respond to, and recover from disas- Total Employees: 0
ters. Members of the Emergency Management Division
respond to direction provided by the Board of Supervisors,
Orange County Emergency Management Council and the
Operational Area Executive Board. Duties include direct
emergency response, disaster planning, responder training,
public education and agency-specific training for fire, flood,
earthquake, civil disturbance, tsunami, San Onofre Nuclear
Generating Station (SONGS) and terrorism. The Emergency
Management Division is responsible to respond and activate
the County Emergency Operations Center during times of
emergency.
During FY 2020-21, the Emergency Management Division,
Budget Control 032, was consolidated to the Sheriff-Coro-
ner's Main Operating Budget, Budget Control 060, due to a
reorganization within the Department. In FY 2021-22, the
Emergency Management Division's staffing and appropria-
tions are included in Budget Control 060.

Ten Year Staffing Trend: ■ In FY 2020-21, all 17 positions from Emergency Man-
agement Division were transferred to the Sheriff 's Main
19 19
20 18 18 18 18 Operating Budget, Budget Control 060, due to a reorga-
17 17 17
18 nization within the Department.
16
14 ■ In FY 2017-18, 2 positions were transferred to Sheriff 's
12
10
Main Operating Budget, Budget Control 060 from the
8 Emergency Management Division.
6
4 ■ In FY 2015-16, 1 position was added for disaster plan-
2 0 ning.
0
■ In FY 2012-13, 1 position was added in support of the
AlertOC program, which was transferred from CEO to
the Emergency Management Division effective July 1,
2012. The addition of this position was offset by dele-
tion of 1 position from Budget Control 060.

032 - Emergency Management Division PUBLIC PROTECTION
Budget Summary
In FY 2020-21, Budget Control 032 was merged into Budget Control 060 - Sheriff-Coroner.

(1) (1)
Total Revenues 2,178,786 0 0 0 0 0.0
Total Expenditures/Encumbrances 3,489,537 0 0 0 0 0.0
Net County Cost 1,310,751 0 0 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: Emergency Management Division in the Appendix on page A47

PUBLIC PROTECTION 047 - Sheriff Court Operations
047 - SHERIFF COURT OPERATIONS
047 - Sheriff Court Operations

Total FY 2020-2021 Current Modified Budget: 0

Total Recommended FY 2021-2022: 0
The Mission of the Orange County Sheriff Court Operations Percent of County General Fund: 0%
Division is to protect and to serve the Orange County Judi- Total Employees: 0
ciary and the public with integrity and dedication by ensur-
ing a safe environment.
During FY 2020-21, the Sheriff Court Operations, Budget

Control 047, was consolidated to the Sheriff-Coroner's Main
Operating Budget, Budget Control 060, due to a reorganiza-
tion within the Department. The Sheriff Court Operations'
staffing and appropriations are included in Budget Control
060.

Ten Year Staffing Trend: ■ In FY 2020-21, 319 positions from Sheriff 's Court Oper-
ations were transferred to the Sheriff 's Main Operating
450 Budget, Budget Control 060, due to a reorganization
378 378 378 378 384 384 384
400 within the Department. Also, 1 position was deleted in
350 320 320
accordance with the County Vacant Position policy.
300
250 ■ During the FY 2019-20 budget process, 63 positions
200
transferred through the Budget process from Court
150
100
Operations, Budget Control 047 to Sheriff 's Main Oper-
50 0
ating Budget for Civil Processing services.
0
In FY 2018-19, 1 position was deleted in accordance
with the County Vacant Position policy.
■ In FY 2015-16, 6 positions were added through the Bud-
get process for Civil Processing unit.

047 - Sheriff Court Operations PUBLIC PROTECTION
Budget Summary
Budget Control 047 was merged into Budget Control 060 - Sheriff-Coroner.

(1) (1)
Total Revenues 44,534,470 0 0 0 0 0.0
Total Expenditures/Encumbrances 61,009,169 0 0 0 0 0.0
Net County Cost 16,474,699 0 0 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: Sheriff Court Operations in the Appendix on page A62

PUBLIC PROTECTION 109 - County Automated Fingerprint Identification
109 - COUNTY AUTOMATED FINGERPRINT IDENTIFICATION
109 - County Automated Fingerprint Identification


The State Department of Justice maintains an automated Percent of County General Fund: N/A
system, known as the California Identification (CAL-ID) Total Employees: 14.00
System, for retaining and identifying fingerprints. CAL-ID is
a computer system which stores fingerprint information and
provides a remarkably high-speed comparison to crime
scene prints or prisoners' prints. This budget funds the Sher-
iff Department's costs for operating the system in Orange
County.
Strategic Goals:
■ Complete Deployment Phases II, III, IV of a countywide Mobile Identification solution to be used by field law enforcement
units for tactical fingerprint identification.
■ Evaluate Face Recognition products and issue a Request For Proposals for a countywide Face Recognition solution that
integrates with the OC Automated Biometric Identification System.
■ Procure and deploy an OC Automated Biometric Identification Disaster Recovery system.

■ Completed replacement of entire Livescan fleet, deploying 52 new Livescan devices with added mug photo capture capa-
bility.
■ Cal-ID workforce reclassified to Biometric Identification Specialist.
■ Database maintenance activities completed to clean up master files - thousands of hard card and electronic files re-asso-
ciated to correct master file numbers.

109 - County Automated Fingerprint Identification PUBLIC PROTECTION
Budget Summary
Base Budget:
16
14 14 14 14 14 14 14 14 14 14
14 The County Automated Fingerprint Identification Fund is a
12 self-balancing budget with restrictive revenue from Court
10 Fines.
8
6
The Budget for FY 2021-22 includes $1.3 million transfer in
4 from the CAL-ID Operational Costs, Fund 14D, and $571
2 thousand transfer in from the CAL-ID System Costs, Fund
0 14E, to fund operational costs in Fund 109 when revenue is
insufficient to offset the expenditures for that year.

■ Staffing has remained consistent at 14 positions since
FY 2012-13.
Total Revenues 1,585,442 2,239,091 1,836,272 1,906,964 (332,127) (14.8)
Prior Year Encumbrance Cancellations 2,605 0 105 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: County Automated Fingerprint Identification in the Appendix on page A104

■ The trend continues to expand from traditional fingerprint identification databases to multi-modal biometric identifica-
tion systems, capable of storing and matching several types of physical features for identification. Fingerprint and palm-
print identification are widely used by local law enforcement. Mobile fingerprint identification and facial recognition are
the next most commonly used biometric modalities. Iris pattern recognition, voice pattern recognition and DNA profile
matching are among the emerging biometric modalities being considered by local law enforcement to maximize the abil-
ity to identify criminals. Attention continues to focus on the standardization of automated biometric identification sys-
tems and the interoperability among disparate local, state, national and international databases.
■ These trends will impact the Cal-ID operation and will result in more technically skilled staff with more diverse skill sets.
The national trend is toward standardization of all aspects of forensic science, to include the use of statistical data/algo-
rithms in pattern examinations, mandatory examiner certification and laboratory accreditation.

PUBLIC PROTECTION 126 - Regional Narcotics Suppression Program - Other
126 - REGIONAL NARCOTICS SUPPRESSION PROGRAM - OTHER
126 - Regional Narcotics Suppression Program - Other


The Regional Narcotics Suppression Program (RNSP) -
Other is one of three revenue generating funds established to
support the mission of the RNSP. RNSP is a multi-agency
task force initiative composed of narcotics officers from the
a team of investigative personnel tasked with response, clean
Sheriff-Coroner's Department, cities within the County, and
up and investigative follow up of clandestine laboratories
Federal Agencies. The program is administered by the Sher-
throughout the County of Orange; and the Vehicle Interdic-
iff-Coroner's Department under the direction of the Depart-
tion Pipeline Enforcement Resource (VIPER), a highly
ment's Investigations Commander, who reports to an
trained operational team, which utilizes specialty equipment
Executive Board comprised of Police Chiefs, the Sheriff and
to conduct unbiased policing throughout the highways of
Federal personnel. The mission of this program is to iden-
Orange County to effectively disrupt the flow of narcotics
tify, disrupt and dismantle high-level major Drug Trafficking
and illegal activities of narcotics drug traffickers.
Organizations that utilize the County of Orange as a nexus
for their Organization. RNSP directs drug enforcement
efforts throughout the County of Orange, encouraging coor-
dination and cooperation between Law Enforcement and
Prosecuting Agencies.
In addition, the RNSP - Other, Fund 126, also records the
costs and expenses of each initiative participating and
receiving grant funds from the Los Angeles High Intensity
Drug Trafficking Area (HIDTA) grant, which is administered
by the Office of National Drug Control Policy (ONDCP). The
two initiatives of the HIDTA, that the Orange County Sheriff-
Coroner Department has active personnel participation, in
addition to the RNSP is the Orange County Clandestine Lab-
oratory Emergency Action Network (OCCLEAN), consists of
Strategic Goals:
■ Continue to channel funding resources and administer investigations in a manner that augments the national effort by
communicating and coordinating with law enforcement agencies throughout the country and other HIDTA regions by
utilizing the "best case approach with maximum effect on the target" concept as a primary guideline in the development
of all cases.
■ Continue to improve investigative techniques utilizing advanced technology both operationally and administratively to
enhance case development and minimize duplication with improved coordination, specifically in the areas of wire-inter-
cept communications, Global Positioning Systems (GPS) and covert camera systems.

126 - Regional Narcotics Suppression Program - Other PUBLIC PROTECTION
■ Continue to focus on upgrading and implementing a variety of surveillance related equipment, which assists aerial and
ground surveillance teams in monitoring key targets within an organization.
■ Continue to direct all operations in a combined effort to effectively impact both established and emerging drug trafficking
organizations with a focused approach on convictions, and the seizure of assets, narcotics and clandestine laboratories.

■ During the 2020 calendar year, the RNSP utilized Fund 126, as well as other funding sources (Funds 132 and 139) to neg-
atively impact 17 major drug trafficking or money laundering organizations, responded to 19 clandestine laboratories,
serving over 30 search warrants, resulting in the arrest of 62 narcotics violators, the seizure of 2 guns, approximately 755
kg. of cocaine, 705 lbs. of methamphetamine/ICE, 29 lbs. of heroin, 600 lbs. of marijuana, over 2,000 fentanyl pills, 1.5 lbs.
fentanyl powder and 7.3 gallons of honey oil. In addition, RNSP seized approximately $4.5 million in U.S. currency and/
or property. The RNSP location continues to function as a multi-agency task force headquarters, training center and con-
ference facility.
■ The RNSP continues to use advanced technology in the area of GPS, covert camera surveillance systems, Title III wire
intercept technology, and sophisticated air support to enhance enforcement activities.
■ Due to their advanced training and wide range of operational capabilities, RNSP investigative personnel were utilized in
patrol and the mobile field force response during the initial weeks of the COVID-19 pandemic and during the response to
countywide protests.
Budget Summary
The RNSP - Other fund is a self-balancing fund with restricted revenue from State Asset Forfeiture and grant funding. This
budget, in conjunction with the budgets established for Fund 132, Sheriff Narcotics Program - Department of Justice, and
Fund 139, Sheriff Narcotics Program - CALMMET - Treasury, is intended to support the RNSP's operational expenses.

Total Revenues 1,422,613 1,333,833 1,523,550 1,377,000 43,167 3.2
Inc/(Dec) to Obligated Fund Balances 274,597 (1,861,159) 295,663 (2,156,822) (295,663) 15.9
Detailed budget by expense category and by activity is presented for agency: Regional Narcotics Suppression Program - Other in the Appendix on page A115

PUBLIC PROTECTION 126 - Regional Narcotics Suppression Program - Other

■ The RNSP maintains a key role in targeting major drug trafficking and money laundering organizations throughout the
region. As these organizations continue to use Orange County as a major thoroughfare for their transportation and traf-
ficking activities, RNSP's continued status as an active initiative of the Los Angeles HIDTA, provides the program access
to the critical intelligence necessary to maintain the innovative and far reaching approach carried throughout many of its
active investigations. As well as, provides a nexus for the RNSP to advanced technology & equipment, supplemental fund-
ing and cooperative efforts amongst the various HIDTA initiatives.
■ The RNSP continues to see upward trends of fentanyl and Carfentanyl. Drug Cartels continue to use pill presses to dis-
guise fentanyl products into legitimate-looking, but counterfeit pharmaceuticals, namely OxyContin or Oxycodone.
■ The RNSP experienced a downward trend in Chinese money laundering, but by mid-year the movement once again began
trending upward due to increase of Chinese precursor sales, as the demand to move sale proceeds from China to the
United States increased. It is believed this works as a modified Hawala money laundering scheme, with legitimate product
trade as a necessary component of debt settlements between international currency brokers.
■ In 2020, RNSP began to see the rise of a returning trend in Dimethyltryptamine (DMT) clandestine laboratories. DMT
clandestine laboratories can be hazardous, as a result of the chemicals necessary to extract the product from its source.
DMT is a drug that produces similar effects as psychedelics, like LSD and magic mushrooms and has the street names of
fantasia, businessman's trip, businessman's special, 45-minute psychosis, spiritual molecule.

132 - Sheriff Narcotics Program - Department of Justice PUBLIC PROTECTION
132 - SHERIFF NARCOTICS PROGRAM - DEPARTMENT OF JUSTICE
132 - Sheriff Narcotics Program - Department of Justice

Description:
Total FY 2020-2021 Projected Expend + Encumb: 2,353,732
The purpose of the Sheriff Narcotics Program (SNP) -
Department of Justice (DOJ) is to record costs and revenue
as it relates to narcotic enforcement activities of the Sheriff 's
Special Investigations Bureau's (SIB) narcotics enforcement
teams and the Regional Narcotics Suppression Program
south of Irvine to San Clemente, including all South County
(RNSP). Fund 132 is one of four funds established for this
contract cities. The HIT is a highly trained operational team,
purpose.
which utilizes specialty equipment to conduct unbiased
The goal of the SNP is to administer the operational, investi- policing throughout the highways of Orange County to effec-
gative and prosecutorial efforts of narcotics violators on a tively disrupt the flow of narcotics and illegal activities of
proactive level. The program is divided into three enforce- narcotics drug traffickers. The RNSP focuses resources and
ment units: The North Narcotics Detail, the South Narcotics administers investigations in a manner that augments the
Detail, which includes the Highway Interdiction Team (HIT) national effort by communicating and coordinating with law
and the RNSP. Both the North and South Narcotics teams enforcement agencies throughout the country and other
focus on retail drug sales and mid-level traffickers who High Intensity Drug Trafficking Area (HIDTA) regions, as
directly influence the quality of life of Orange County citi- well as provide personnel support in the response, clean-up
zens. The North Narcotics Detail is responsible for North and follow-up investigation of clandestine laboratories in the
Orange County, including the cities of Stanton, Villa Park, County of Orange.
and Yorba Linda, while the South Narcotics Detail concen-
trates its efforts in the South Orange County areas, from
Strategic Goals:
■ Continue a high level of investigation and enforcement activities regarding narcotics trafficking throughout Orange
County utilizing the expertise and knowledge of each specialty unit to focus on all aspects of narcotic sales and narcotics
trafficking. From street and mid-level narcotics dealers, illegal marijuana operations, domestic highway interdictions, to
targeting major drug trafficking and money laundering organizations utilizing all of these methods for the sale and trans-
portation of narcotics and the proceeds.

■ During the 2020 calendar year, the Special Investigations Bureau, consisting of North and South Narcotics, as well as the
HIT, collectively supported the goals of the SNP, by utilizing Fund 132, as well as other funding sources (Funds 126, 133
and 139) to continue a high level of investigation and enforcement regarding narcotics trafficking throughout the County
of Orange. Their strategic efforts focused primarily on street and mid-level narcotics dealers, illegal marijuana opera-
tions, domestic highway, directing efforts towards the seizure of narcotics and narcotic proceeds. During the year, these
programs were involved in numerous narcotics-related investigations, effecting substantial increases in the seizure of
methamphetamine, cocaine, heroin, marijuana and fentanyl. As a result, these details collectively served 87 search war-
rants, made 249 felony arrest and 49 misdemeanor arrests and seized 1,036 lbs. of methamphetamine, 130.9 lbs. of
cocaine, 87 lbs. of heroin, 63 lbs. of fentanyl, and 1,761 fentanyl pills, 344 lbs. of marijuana, 84 firearms and $2.1 million
in U.S. currency.

PUBLIC PROTECTION 132 - Sheriff Narcotics Program - Department of Justice
■ The RNSP enhanced these efforts by utilizing Fund 132, as well as other funding sources (Funds 126 and 139) to nega-
tively impact 17 major drug trafficking or money laundering organizations, responded to 19 clandestine laboratories,
kg of cocaine, 705 lbs. of methamphetamine/ICE, 29 lbs. of heroin, 600 lbs. of marijuana, over 2,000 fentanyl pills, 1.5 lbs.
ference facility.
■ The RNSP continues to use advanced technology in the area of Global Positioning Systems (GPS), covert camera surveil-
lance systems, Title III wire intercept technology, and sophisticated air support to enhance enforcement activities. Due to
their advanced training and wide range of operational capabilities, RNSP investigative personnel were utilized in patrol
and the mobile field force response during the initial weeks of the COVID-19 pandemic and during the response to
Budget Summary
The SNP-DOJ fund is a self-balancing fund with restricted revenue from the U.S. Department of Justice. This budget, in con-
junction with the budgets established for Funds 126, 133, and 139, is intended to support the SNP's operational expenses.

(1) (1)
Total Revenues 5,241,114 438,814 1,306,843 0 (438,814) (100.0)
Inc/(Dec) to Obligated Fund Balances 3,514,266 (12,189,415) (1,042,019) (11,147,396) 1,042,019 (8.5)
Detailed budget by expense category and by activity is presented for agency: Sheriff Narcotics Program - Department of Justice in the Appendix on page A127

■ SNP is experiencing a significant increase in fentanyl overdoses. This can be attributed to an increase of illicitly manu-
factured fentanyl most commonly in the form of the prescription opioid pills Roxicodone, Oxycodone, and Xanax pills.
These counterfeit pills are laced and pressed with the same markings (often with an imprint of "M30" or "A215"). Indi-
viduals are unable to determine the amount or presence of fentanyl due its illicit manufacturing. As a result, there has
also been an increase in Narcan nasal spray deployments by patrol deputies responding to overdose calls for service.
These cases have required follow-up for additional criminal charges for the trafficker.
■ COVID-19 precautions have led to an increased trend of narcotic traffickers in society that normally would be in custody.
This is due to court cases being deferred to later dates and individuals released on their own recognizance. This has
allowed for repeat offenders to continue their criminal activity with no recourse.

132 - Sheriff Narcotics Program - Department of Justice PUBLIC PROTECTION
■ SNP is also encountering weapons that can be made from parts purchased online, commonly referred to as ghost guns.
Ghost gun parts can be used to fabricate a handgun or even an AR-15. Kits include unassembled components and are
widely available across the county in stores and online. The weapons do not have serial numbers and are virtually
untraceable. The number of ghost guns confiscated has significantly increased in 2020.
■ SNP initially observed an increase in the value of methamphetamine in the region due to a decreased flow of traffic and
closures at the southern California border with Mexico. Border traffic has steadily increased month to month and the
prices are now back on the decline. While the demand has been steady, the supply has not. Currency levels being traf-
ficked have also been noticeably lower to due to the State Forfeiture minimums under State Senate Bill 443. Currency sei-
zures have reduced due to traffickers smuggling currency amounts below the threshold provided by State Forfeiture
minimums under State Senate Bill 443.
■ As a task force within the SNP, the RNSP maintains a key role in targeting major drug trafficking and money laundering
organizations throughout the region. As these organizations continue to use Orange County as a major thoroughfare for
their transportation and trafficking activities, RNSP's continued status as an active initiative of the Los Angeles High
Intensity Drug Trafficking Area (HIDTA), provides the program access to the critical intelligence necessary to maintain
the innovative and far reaching approach carried throughout many of its active investigations, as well as provides a nexus
for the RNSP to advanced technology & equipment, supplemental funding and cooperative efforts amongst the various
HIDTA initiatives.
guise fentanyl products into legitimate-looking, but counterfeit pharmaceuticals, namely OxyContin or Oxycodone.

PUBLIC PROTECTION 133 - Sheriff Narcotics Program - Other
133 - SHERIFF NARCOTICS PROGRAM - OTHER
133 - Sheriff Narcotics Program - Other


The purpose of the Sheriff Narcotics Program (SNP) - Other, Percent of County General Fund: N/A
Fund 133, is to record costs and revenue related to narcotics Total Employees: 0.00
law enforcement activities and is one of four funds estab-
lished for this purpose. This fund includes the Sheriff 's pro-
portional share of revenue from the State of California
narcotics forfeitures through the efforts of the Special
Enforcement Bureau and the Department's Narcotics Detail,
other grant programs and miscellaneous revenues.
Strategic Goals:
■ The goal of the SNP is to investigate and prosecute narcotics violators on a proactive level. The Program is divided into
two details: the North Narcotics and South Narcotics. Both the North and South Narcotics Details focus on retail drug
sales and mid-level traffickers who directly influence the quality of life of Orange County citizens. The South Narcotics
Detail concentrates its efforts in the South Orange County areas, from south of Irvine to San Clemente, including all South
County contract cities. The North Narcotics Detail is responsible for North Orange County, including the cities of Stanton,
Villa Park and Yorba Linda. In addition, personnel participating in the Regional Narcotics Suppression Program (RNSP)
investigate individuals who engage in high-level narcotics trafficking and money laundering enterprises.

■ During the 2020, the SNP continued a high level of investigation and enforcement regarding narcotics trafficking in
Orange County communities. The SNP focused primarily on street-level and mid-level narcotics dealers, illegal mari-
juana operations, domestic highway interdictions and narcotics currency seizures. During the year, the SNP was involved
in numerous narcotics-related investigations. As a result, these details collectively served 87 search warrants, made 249
felony arrest and 49 misdemeanor arrests and seized 1,036 lbs. of methamphetamine, 130.9 lbs. of cocaine, 87 lbs. of her-
oin, 63 lbs. of fentanyl, and 1,761 fentanyl pills, 344 lbs. of marijuana, 84 firearms and $2.1 million in U.S. currency.
Budget Summary
The SNP - Other fund is a self-balancing budget with restricted revenue from the State of California, other grant programs and
miscellaneous revenues. This budget is intended to fund services and supplies and equipment related to narcotics law enforce-
ment activities.

133 - Sheriff Narcotics Program - Other PUBLIC PROTECTION

(1) (1)
Total Revenues 274,335 108,575 228,169 35,000 (73,575) (67.8)
Total Expenditures/Encumbrances 61,731 2,705,701 772,182 2,088,113 (617,588) (22.8)
Inc/(Dec) to Obligated Fund Balances 212,605 (2,597,126) (544,013) (2,053,113) 544,013 (20.9)
Detailed budget by expense category and by activity is presented for agency: Sheriff Narcotics Program - Other in the Appendix on page A128

These counterfeit pills are laced and pressed with the same markings (often with an imprint of "M30" or "A215"). Indi-
viduals are unable to determine the amount or presence of fentanyl due its illicit manufacturing. As a result, there has
also been an increase in Narcan nasal spray deployments by patrol deputies responding to overdose calls for service.
These cases have required follow-up for additional criminal charges for the trafficker.

PUBLIC PROTECTION 134 - Orange County Jail Fund
134 - ORANGE COUNTY JAIL FUND
134 - Orange County Jail Fund


The primary revenue source for this fund is penalty assess- Percent of County General Fund: N/A
ments from the Superior Courts. The revenue is used to fund Total Employees: 0.00
a portion of the operating costs of the Orange County Jails.
Budget Summary
The Orange County Jail Fund is a self-balancing fund with restricted revenue. This budget is intended to assist in jail opera-
tional costs. Annually, it reimburses the Sheriff-Coroner's budget to partially offset positions added in 1989 for expansion of
the Theo Lacy Branch Jail and, when additional funds are available, it reimburses one-time jail expenditures. The FY 2021-22
Budget includes a transfer out of $240 thousand to Sheriff-Coroner.

(1) (1)
Total Revenues 3,633 236,000 199 236,000 0 0.0
Total Requirements 175,256 240,271 377 240,093 (178) (0.1)
Inc/(Dec) to Obligated Fund Balances (171,623) (4,271) (178) (4,093) 178 (4.2)
Detailed budget by expense category and by activity is presented for agency: Orange County Jail Fund in the Appendix on page A129

139 - Sheriff Narcotics Program - CALMMET - Treasury PUBLIC PROTECTION
139 - SHERIFF NARCOTICS PROGRAM - CALMMET - TREASURY
139 - Sheriff Narcotics Program - CALMMET - Treasury


The purpose of the Sheriff Narcotics Program (SNP) -
Department of Treasury (Treasury) is to record costs and
revenue as it relates to narcotic enforcement activities of the
Sheriff 's Special Investigations Bureau's (SIB) narcotics
Law Enforcement Agencies throughout the Country and
enforcement teams and the Regional Narcotics Suppression
other High Intensity Drug Trafficking Area (HIDTA) regions,
Program (RNSP). Fund 139 is one of four funds established
as well as provide personnel support in the response, clean
for this purpose.
up and follow up investigation of clandestine laboratories in
The goal of the SNP is to administer the operational, investi- the County of Orange.
gative and prosecutorial efforts of narcotics violators on a
proactive level. The program is divided into three enforce-
ment units: The North Narcotics Detail, South Narcotics
Detail, which includes the Highway Interdiction Team (HIT)
and the RNSP. Both the North and South Narcotics teams
focus on retail drug sales and mid-level traffickers who
directly influence the quality of life of Orange County citi-
zens. The North Narcotics Detail is responsible for North
Orange County, including the cities of Stanton, Villa Park,
and Yorba Linda while the South Narcotics Detail concen-
trates its efforts in the South Orange County areas, from
south of Irvine to San Clemente, including all South County
contract cities. The HIT is a highly trained operational team,
which utilizes specialty equipment to conduct unbiased
policing throughout the highways of Orange County to effec-
tively disrupt the flow of narcotics and illegal activities of
narcotics drug traffickers. The RNSP focuses resources and
administers investigations in a manner that augments the
national effort by communicating and coordinating with
Strategic Goals:
■ Continue a high level of investigation and enforcement activities regarding narcotics trafficking throughout Orange
County utilizing the expertise and knowledge of each specialty unit to focus on all aspects of narcotic sales and narcotics
trafficking. From street and mid-level narcotics dealers, illegal marijuana operations, and domestic highway interdictions
to targeting major drug trafficking and money laundering organizations utilizing all of these methods for the sale and
transportation of narcotics and narcotics proceeds.

PUBLIC PROTECTION 139 - Sheriff Narcotics Program - CALMMET - Treasury

■ During the 2020 calendar year, the Special Investigations Bureau, consisting of North and South Narcotics, as well as the
HIT collectively supported the goals of the SNP, by utilizing Fund 139, as well as other funding sources (Funds 126, 132
and 133) to continue a high level of investigation and enforcement regarding narcotics trafficking throughout the County
of Orange. Their strategic efforts focused primarily on street and mid-level narcotics dealers, illegal marijuana opera-
tions, domestic highway, directing efforts towards the seizure of narcotics and narcotic proceeds. During the year, these
programs were involved in numerous narcotics-related investigations, effecting substantial increases in the seizure of
methamphetamine, cocaine, heroin, marijuana and fentanyl. As a result, these details collectively served 87 search war-
rants, made 249 felony arrest and 49 misdemeanor arrests and seized 1,036 lbs. of methamphetamine, 130.9 lbs. of
cocaine, 87 lbs. of heroin, 63 lbs. of fentanyl, and 1,761 fentanyl pills, 344 lbs. of marijuana, 84 firearms and $2,127,450 in
U.S. currency.
■ The RNSP enhanced these efforts by utilizing Fund 139, as well as other funding sources (Funds 126 and 132) to nega-
tively impact 17 major drug trafficking or money laundering organizations, responded to 19 clandestine laboratories,
kg. of cocaine, 705 lbs. of methamphetamine/ICE, 29 lbs. of heroin, 600 lbs. of marijuana, over 2,000 fentanyl pills, 1.5 lbs.
ference facility.
■ The RNSP continues to use advanced technology in the area of Global Positioning Systems (GPS), covert camera surveil-
lance systems, Title III wire intercept technology, and sophisticated air support to enhance enforcement activities. Due to
their advanced training and wide range of operational capabilities, RNSP investigative personnel was utilized in patrol
and the mobile field force response during the initial weeks of the COVID-19 pandemic and during the response to
Budget Summary
The SNP-CALMMET-Treasury fund is a self-balancing budget with restricted revenue. This budget is intended to fund ser-
vices and supplies and equipment related to Department of Treasury activities.

(1) (1)
Total Revenues 369,633 42,000 30,428 20,000 (22,000) (52.4)
Total Requirements 811,032 1,587,897 96,485 1,499,840 (88,057) (5.5)
Inc/(Dec) to Obligated Fund Balances (441,399) (1,545,897) (66,057) (1,479,840) 66,057 (4.3)
Detailed budget by expense category and by activity is presented for agency: Sheriff Narcotics Program - CALMMET - Treasury in the Appendix on page A133

139 - Sheriff Narcotics Program - CALMMET - Treasury PUBLIC PROTECTION

These counterfeit pills are laced and pressed with the same markings (often with an imprint of "M30" or "A215"). Individ-
uals are unable to determine the amount or presence of fentanyl due its illicit manufacturing. As a result, there has also
been an increase in Narcan nasal spray deployments by patrol deputies responding to overdose calls for service. These
cases have required follow-up for additional criminal charges for the trafficker.
■ As a task force within the SNP, the RNSP maintains a key role in targeting major drug trafficking and money laundering
organizations throughout the region. As these organizations continue to use Orange County as a major thoroughfare for
their transportation and trafficking activities, RNSP's continued status as an active initiative of the Los Angeles High
Intensity Drug Trafficking Area (HIDTA), provides the program access to the critical intelligence necessary to maintain
the innovative and far reaching approach carried throughout many of its active investigations. As well as, provides a
nexus for the RNSP to advanced technology & equipment, supplemental funding and cooperative efforts amongst the var-
ious HIDTA initiatives.
guise Fentanyl products into legitimate-looking, but counterfeit pharmaceuticals, namely OxyContin or Oxycodone.

PUBLIC PROTECTION 13B - Traffic Violator Fund
13B - TRAFFIC VIOLATOR FUND
13B - Traffic Violator Fund


The Traffic Violator Fund was established to collect fees Percent of County General Fund: N/A
related to the Traffic Violator Apprehension (TVA) program Total Employees: 0.00
in the Sheriff 's contract cities and unincorporated County
areas. The program is intended to reduce vehicle accidents
caused by drivers under the influence, unlicensed drivers
and drivers whose licenses are suspended. The accidents are
reduced, in part, by impounding their vehicles. The Program
also provides for public education regarding the require-
ments of the Vehicle Code and related safety issues regarding
driving under the influence, driver licensing, vehicle regis-
tration, vehicle operation and vehicle parking.
Strategic Goals:
■ Continue to reduce the overall collision rate each year in Sheriff 's contract cities and county unincorporated areas.

■ Implemented in July 2000, the TVA and Fee Recovery Program has enhanced traffic enforcement and education efforts
within the Sheriff 's contract cities and county unincorporated areas.
■ The TVA program assisted with providing Dispatch Tracking System (DTS) training to Sheriff 's staff. The program funds
personnel training and supports the staff working on the DTS system within the Sheriff 's jurisdiction. DTS support is
provided to all the Sheriff 's contract cities to make sure their vehicle towing is legal, tracked and billed properly.
Budget Summary
The Traffic Violator Fund is a self-balancing fund with restricted revenue. This budget is intended to fund/reimburse person-
nel costs and services and supplies associated with the program. Based on funds available, FY 2021-22 includes transfers out
of $215 thousand to Budget Control 060 to reimburse the cost of 2.10 positions.

13B - Traffic Violator Fund PUBLIC PROTECTION

(1) (1)
Total Revenues 130,744 146,332 152,167 152,167 5,835 4.0
Total Expenditures/Encumbrances 130,664 1,007,312 200,567 964,747 (42,565) (4.2)
Inc/(Dec) to Obligated Fund Balances 79 (860,980) (48,400) (812,580) 48,400 (5.6)
Detailed budget by expense category and by activity is presented for agency: Traffic Violator Fund in the Appendix on page A134

PUBLIC PROTECTION 13P - State Criminal Alien Assistance Program (SCAAP)
13P - STATE CRIMINAL ALIEN ASSISTANCE PROGRAM (SCAAP)
13P - State Criminal Alien Assistance Program (SCAAP)

The Sheriff 's State Criminal Alien Assistance Program Total Recommended FY 2021-2022: 2,695,953
(SCAAP) Fund was established on November 25, 2003. Percent of County General Fund: N/A
This fund receives annual allocations from the Federal Total Employees: 0.00
SCAAP program administered by the Bureau of Justice
Assistance (BJA). SCAAP is a reimbursement program,
which provides Federal assistance for costs associated with
incarceration of undocumented criminal aliens who have at
least one felony offense or two misdemeanor convictions
and held in our jails. Disbursements from the fund are for
Sheriff 's Department correctional needs.
Budget Summary
This fund is a self-balancing fund with restricted revenue, intended to fund costs for correctional purposes. All unassigned
fund balance is being allocated to partially offset anticipated reductions in other revenues.

Total Revenues 5,005,981 2,506,000 963 2,506,000 0 0.0
Total Expenditures/Encumbrances 4,977,446 2,695,046 56 2,695,953 907 0.0
Inc/(Dec) to Obligated Fund Balances 28,536 (189,046) 907 (189,953) (907) 0.5
Detailed budget by expense category and by activity is presented for agency: State Criminal Alien Assistance Program (SCAAP) in the Appendix on page A136

■ SCAAP funding is subject to annual budget approval by the Federal Government. In past years, there has been discussion at the
Federal level of discontinuing this funding source. However, in each of the years, the Federal Government continued to approve
funding at a reduced level. In prior years, the Department had kept fund balances sufficient to cover ongoing costs for five years.
However, as a result of economic challenges that have negatively impacted Budget Control 060, Sheriff-Coroner, the Fund Bal-
ance Available in Budget Control 13P has been utilized to offset the revenue shortfall in the Sheriff 's Main Operating Budget.
Therefore, due to declining revenues, the fund balances are no longer available to offset future year's anticipated costs.

13R - Sheriff-Coroner Replacement & Maintenance Fund (SCRAM) PUBLIC PROTECTION
13R - SHERIFF-CORONER REPLACEMENT & MAINTENANCE FUND

(SCRAM)
13R - Sheriff-Coroner Replacement & Maintenance Fund (SCRAM)

The Sheriff-Coroner Replacement & Maintenance Fund 13R Total Recommended FY 2021-2022: 23,846,905
was established to provide systematic replacement of key Percent of County General Fund: N/A
equipment and provide major upgrades/maintenance of Total Employees: 0.00
Mobile Data Computers (MDC) and the Orange County
Automated Telecommunications System (OCATS) - Main- As part of the County's strategic planning process, replace-
frame/Switcher Fee. The MDC program receives ongoing ment and maintenance projects were identified as key prior-
revenue from contract partners for the replacement/upgrade ities funded by Prop 172 revenue. These programs consist of:
of MDC equipment. The OCATS - Mainframe/Switcher Fee
receives revenue from outside agencies and County depart- 1) Helicopter replacement and major maintenance,
ments and from the contract cities, Orange County Trans- 2) Department network upgrade,
portation Authority and John Wayne Airport for the future 3) E-Citation replacement and
replacement of Patrol Video Systems (PVS).
4) Fireboat replacement.
Strategic Goals:
■ Continue to provide funding for planned replacement and major maintenance requirements of key department equip-
ment to ensure reliability for officer and public safety.

■ The Orange County Sheriff-Coroner Department's (OCSD) Technology Division has created a refresh plan for contract
partners to replace the current MDC equipment used in patrol units. MDC refresh has replaced 65 laptops and docking
stations allowing for field personnel to provide quick and efficient data recall on individuals detained by law enforcement,
enables dispatchers to locate law enforcement vehicles in life or death situations or assign the nearest vehicle to the call for
services.
■ OCATS II (replacement of the current OCATS on the mainframe) development is complete. OCSD has also updated the
process of billing agencies. OCSD will now bill for overall support of the program.
■ OCSD Technology Division replaced the hard drives for the Police Video System (PVS) server. The replacement has
improved the use of the digital video storage and management solution, helping the department to meet its goal of effi-
ciently and effectively serving the community.
■ OCSD Technology Division upgraded the E-Citation System equipment and software to be compatible with multiple
devices and cross-compatible with multiple applications (e.g. Body Cam, AB953 Racial and Identity Profiling Advisory
(RIPA) app, E-Citation app, Behavioral Health Bureau (BHB) app, and Mobile ID etc.). This upgrade will allow for a more
expedient and accurate citation process for deputies in the field.
■ OCSD Inmate services purchased 32 food carts. These new carts will assist with the preparation and distribution of meals
for inmates in the Orange County Jail Facilities.

PUBLIC PROTECTION 13R - Sheriff-Coroner Replacement & Maintenance Fund (SCRAM)
Budget Summary
This fund is a self-balancing fund with restricted revenue. The budget includes planned replacement and major maintenance
requirements of key department equipment scheduled to occur in FY 2021-22.

Total Revenues 3,042,113 2,986,530 2,749,525 2,788,870 (197,660) (6.6)
Inc/(Dec) to Obligated Fund Balances 1,656,128 (19,302,465) 1,755,570 (21,058,035) (1,755,570) 9.1
Detailed budget by expense category and by activity is presented for agency: Sheriff-Coroner Replacement & Maintenance Fund (SCRAM) in the Appendix on page
A137

■ The key trends in mobile computing are the enhancements to connection speed, reliability, coverage and security. The
MDC Project will continue to remain in the forefront of these advancements.
■ With the increase in cyber-threats, we are in the process of improving our security with a combination of new equipment,
better applications and the eventual implementation of multi-factor authentication.
■ The Department will continue to plan strategically and to identify other major equipment replacement and maintenance
items to be included in this fund in order to maintain future operational needs of the Department.

141 - Sheriff's Substations Fee Program PUBLIC PROTECTION
141 - SHERIFF'S SUBSTATIONS FEE PROGRAM
141 - Sheriff's Substations Fee Program


The Sheriff 's Substation Fee Program fund accounts for new Percent of County General Fund: N/A
developer fees received for the future construction or pur- Total Employees: 0.00
chase of Sheriff Substations.

■ The Southeast Operations completed the furniture replacement of its Emergency Operations Center located at the Saddle-
back Station.
■ The Saddleback Station lobby was also remodeled, which included installation of ballistic glass and furniture replace-
ment.
Budget Summary
The Sheriff 's Substation Fee Program is a self-balancing fund with restricted revenue. The developer deposit fees received will
be used for the future construction or purchase of a Sheriff 's Substation in South Orange County.

(1) (1)
Total Revenues 29,180 34,000 12,647 13,000 (21,000) (61.8)
Total Requirements 109,409 995,861 846,422 141,086 (854,775) (85.8)
Detailed budget by expense category and by activity is presented for agency: Sheriff's Substations Fee Program in the Appendix on page A145

■ The station serves several law enforcement cities and is occupied 24/7.

PUBLIC PROTECTION 142 - Sheriff's Court Ops - Special Collections
142 - SHERIFF'S COURT OPS - SPECIAL COLLECTIONS
142 - Sheriff's Court Ops - Special Collections


The Sheriff Court Ops - Special Collections Fund was estab- Percent of County General Fund: N/A
lished to receive civil process service fees, governed by Gov- Total Employees: 0.00
ernment Codes 26731, 26746, and 26746.1, for the Sheriff
Court Operations. These fees are restricted for use by the
Sheriff 's Court Operations to supplement the costs of imple-
mentation, maintenance, and purchase of auxiliary equip-
ment furnishings deemed necessary for the administration
of the civil process.

■ Launched the new County Suite Sheriff (CSS) automated civil system to process and track civil documents received by
Court Operations. The new system has advanced abilities to process documents received from the public, provides 24
hour technical support, and has an electronic filing system to better serve the citizens of Orange County.
Budget Summary
This Fund is a self-balancing fund with restricted revenue. This budget is intended to supplement civil process costs.

Total Revenues 1,153,221 1,342,344 711,536 1,342,344 0 0.0
Total Requirements 1,566,679 4,052,029 2,316,324 2,447,241 (1,604,788) (39.6)
Inc/(Dec) to Obligated Fund Balances (413,458) (2,709,685) (1,604,788) (1,104,897) 1,604,788 (59.2)
Detailed budget by expense category and by activity is presented for agency: Sheriff's Court Ops - Special Collections in the Appendix on page A146

143 - Jail Commissary PUBLIC PROTECTION
143 - JAIL COMMISSARY
143 - Jail Commissary


Commissary Operations is a highly automated, profit-based Percent of County General Fund: N/A
unit with fiduciary responsibilities over inmate funds. The Total Employees: 37.00
primary goal for this operation is to provide high quality
products and services to those incarcerated in the Sheriff 's
jail facilities and secondly to provide funding to the Sheriff 's
Inmate Welfare Fund to support vocational and educational
training programs. Under California Penal Code Section
4025, revenue sources for the Inmate Welfare Fund include
jail commissary profits.
Strategic Goals:
■ Continue to provide inmates the opportunity to receive high quality products and services.
■ Increase work safety by providing new and updated training, ensuring equipment and materials are maintained and kept
at optimal standards.
■ Establish contracts to upgrade existing conveyor belt and scanning machines.
■ Establish contract to remove existing shelving racking units in records area and install an upgraded shelving racking sys-
tem.
■ Establish iPhone Bar Code Reader Program for commissary deliveries.
■ Upgrade current card readers and speaker boxes for commissary building and security.
■ Complete the refurbishment and maintenance of the commissary parking lot to improve path of travel and parking
spaces.
■ Upgrade existing telecommunications room to maintain optimal temperature and humidity levels in order to keep vital
communications equipment safeguarded.
■ Completed card readers and speaker boxes upgrade for Commissary building and security.
■ Completed camera upgrades and exterior lighting for Commissary building and security.
■ Completed LED lighting upgrade for enhanced energy efficiencies, cost savings and improved illumination in work-
spaces.
■ Refurbish/maintenance contract of the Commissary parking lot was awarded and constructions is to commence May
2021.
■ Redesign/reconfiguration contract of the telecommunications room was awarded and construction is to commence June
2021.

PUBLIC PROTECTION 143 - Jail Commissary
42 Plan for Support of the County's

41 41 41
40 40 40 40 40
40
39
County Strategic Priorities at the core are to improve the
38
community overall. Commissary's profits are deposited in
37 37 the Inmate Welfare Fund which provides inmates with edu-
37
cation and assistance in a variety of areas. The goal of the
36
education and assistance programs is to help inmates reduce
35
recidivism and alternatively become productive members of
the community.
Ten Year Staffing Trend Highlights: Changes Included in the Recommended

■ During the FY 2020-21 budget process, 4 vacant posi- Base Budget:
■ In FY 2016-17, 1 position was transferred from Fund The Jail Commissary Fund is a self-balancing fund that does
144, Inmate Welfare Fund to align staff resources not rely on support from the County General Fund. Opera-
required for operations. tional and product costs are projected to increase in FY
2021-22.

(1) (1)
Total Revenues 7,034,513 7,765,352 6,569,976 7,765,352 0 0.0
Inc/(Dec) to Obligated Fund Balances 27,909 (3,681,801) (1,324,916) (2,356,885) 1,324,916 (36.0)
Detailed budget by expense category and by activity is presented for agency: Jail Commissary in the Appendix on page A147

■ The number of inmates has decreased, which has resulted in decreased sales. Commissary Operations added some new
products to offer to the inmates. With both of these components, Fund 143 sales have stabilized. The plan is to continue to
add some new products to offer more variety/change to the inmates and continue to stabilize or increase sales.

144 - Inmate Welfare Fund PUBLIC PROTECTION
144 - INMATE WELFARE FUND
144 - Inmate Welfare Fund

The Inmate Welfare Fund allows the majority of Orange Total Recommended FY 2021-2022: 16,422,320
County Sheriff-Coroner Department's inmate rehabilitation Percent of County General Fund: N/A
programs and services to be provided without cost to tax-
payers. This fund is financed primarily through revenue
generated from inmate use of telephones, profits from Unit. Typical programs include certified education in aca-
inmate purchases from the Jail Commissary Fund 143, inter- demic studies, vocational education training, and "life skills"
est earned and contracts related to certified inmate educa- classes such as Parenting and Job Development. The Pro-
tion classes, and conducted in partnership with Rancho grams Unit also provides opportunities for personal change,
Santiago Community College District. including programs focusing on substance abuse recovery,
Inmate programs and services related to rehabilitation domestic violence and anger management, cognitive based
opportunities are mandated by Title 15 Minimum Jail Stan- therapy, general and law library services, religious and
dards and related case law. These activities are planned, inspirational programs, and pre-release preparation and
coordinated, conducted, and evaluated at each of the Sheriff post-release assistance, which are all designed to maximize
Department's jail facilities by the Correctional Programs the chances of an inmate's successful transition to the com-
munity at release.
Strategic Goals:
■ Continue to provide eligible inmates the opportunity to work with shelter rescue dogs - with instruction on dog care and
training through the Canines Offering Life Lessons and Rewards (COLLAR) program, plus a personalized objective to
reduce recidivism.
■ Continue to work collaboratively with reentry network groups on community-based efforts of coordinating care and
resources to the formerly incarcerated reentering the community; such as OC Reentry Partnership (OCREP), Returning
Home Foundations, and OC Community Action Partnership Alliance (OCCAP).
■ Expand vocational development partnerships, providing opportunities for job readiness, placement and partnership;
such as OC Workforce Development Board, Santa Ana & Anaheim Workforce Boards and community-based organiza-
tions.
■ Pilot and expand targeted programs for recidivism reduction and community reintegration such as All-In, Housing Unit
for Military Veterans (HUMV), Transitional Aged-Young Adult, and In-Custody Drug Treatment. The programs provide
professional case management and cognitive-behavioral program services to eligible inmates while incarcerated and con-
tinued case management post-custody through partnerships. The programs also contain research components to track,
analyze and report recidivism outcomes.

PUBLIC PROTECTION 144 - Inmate Welfare Fund

38 38 38 38
40
34
Strategic Priorities:
35
28 28
County Strategic Priorities at the core are to improve the
30 26
community overall. The Inmate Welfare Fund provides
25 22
17
inmates with education and assistance in a variety of areas.
20
The goal of the education and assistance programs are to
15
10
help inmates reduce recidivism by becoming productive
5
members of the community.
0 Changes Included in the Recommended
Base Budget:
The Inmate Welfare Fund is a self-balancing fund with
Ten Year Staffing Trend Highlights: restricted revenue. This budget is intended to fund inmate
■ In FY 2020-21, 12 positions were added to enhance inmate programs and operational cost. There will be an increase in
program services consistent with the Integrated Services FY 2021-22 for inmate services program and operational
Community Corrections System of Care 2025 Vision Plan. costs.
During FY 2019-20, 1 position was deleted in accordance
with the Vacant Position Policy.
■ During FY 2018-19, 5 positions were deleted in accordance
■ During FY 2015-16, 4 positions were deleted to meet busi-
ness and operational needs.

Total Revenues 4,298,922 5,350,695 4,391,219 4,915,545 (435,150) (8.1)
Inc/(Dec) to Obligated Fund Balances 536,551 (11,672,733) (165,958) (11,506,775) 165,958 (1.4)
Detailed budget by expense category and by activity is presented for agency: Inmate Welfare Fund in the Appendix on page A148

■ Revenues generated through the telephone contract and steady commissary sales enabled the Inmate Services Division to
continue with current programs and services and also added some additional programs and services to our inmate popu-
lation.

14D - CAL-ID Operational Costs PUBLIC PROTECTION
14D - CAL-ID OPERATIONAL COSTS
14D - CAL-ID Operational Costs


The CAL-ID Operational Costs Fund was established by Percent of County General Fund: N/A
Minute Order dated June 18, 1996, together with an Total Employees: 0.00
approved Master Joint Agreement with users (33 cities) of
the CAL-ID Automated Fingerprint Identification System
(AFIS). The Joint Agreement has been amended over the
years and now includes 33 cities and the County of Orange.
This fund charges users of the Cal-ID system for any antici-
pated shortfall in revenues, which offset operational costs for
CAL-ID Fund 109. The Remote Access Network (RAN)
Board annually recommends how money will be appropri-
ated and expended.
Strategic Goals:
■ Procure and deploy an OC Automated Biometric Identification Disaster Recovery system.

bility.
■ Database Maintenance activities completed to clean up master files - thousands of hard card and electronic files re-asso-

PUBLIC PROTECTION 14D - CAL-ID Operational Costs
Budget Summary
The Cal-ID Operational Cost Fund is a self-balancing fund with restricted revenue. The revenue includes fees collected from
Cal-ID Users (cities). The budget is intended to fund operational costs in Automated California I.D. System, Fund 109. The FY
2021-22 Budget includes a $1.3 million transfer out to Fund 109.

Total Revenues 1,642,678 1,514,901 1,518,025 1,339,347 (175,554) (11.6)
Detailed budget by expense category and by activity is presented for agency: CAL-ID Operational Costs in the Appendix on page A151


14E - CAL-ID System Costs PUBLIC PROTECTION
14E - CAL-ID SYSTEM COSTS
14E - CAL-ID System Costs


The CAL-ID System Costs Fund was established by Minute Percent of County General Fund: N/A
Order dated June 18, 1996, together with an approved Master Total Employees: 0.00
Joint Agreement with Users (33 cities) of the Cal-ID Auto-
mated Fingerprint Identification System (AFIS). The Joint
Agreement has been amended over the years and now
includes 33 Cities and the County of Orange. This fund pro-
vides for system replacement and upgrade costs related to
the Sheriff-Coroner Department's automated system for
retaining and identifying fingerprints, which links with the
State system and allows comparison of fingerprints obtained
through local arrests with fingerprints in the Statewide sys-
tem.
Board Resolution R-98-38 dated January 27, 1998, autho-

rized implementing a $1.00 fee on vehicle registration (Vehi-
cle Code Section 9250.19) to fund fingerprint identification
equipment. The fee was to expire on January 1, 2012, how-
ever passage of Assembly Bill 674, which was approved by
the Governor on September 1, 2011, extended the authoriza-
tion indefinitely.
Strategic Goals:
■ Procure and deploy an OC Automated Biometric Identification Disaster Recovery system .

bility.
■ Database Maintenance activities completed to clean up master files - thousands of hard card and electronic files re-asso-

PUBLIC PROTECTION 14E - CAL-ID System Costs
Budget Summary
Total Revenues 3,636,811 3,400,000 3,299,736 3,400,000 0 0.0
Total Expenditures/Encumbrances 935,063 41,274,584 3,289,114 41,365,206 90,622 0.2
Inc/(Dec) to Obligated Fund Balances 2,764,717 (37,874,584) 90,622 (37,965,206) (90,622) 0.2
Detailed budget by expense category and by activity is presented for agency: CAL-ID System Costs in the Appendix on page A152


14G - Sheriff's Supplemental Law Enforcement Services PUBLIC PROTECTION
14G - SHERIFF'S SUPPLEMENTAL LAW ENFORCEMENT SERVICES
14G - Sheriff's Supplemental Law Enforcement Services

The State Budget Act of 1996 appropriated funds for support Total Recommended FY 2021-2022: 2,419,768
of the Citizens' Option for Public Safety (COPS) Program. Percent of County General Fund: N/A
These funds are intended to put additional officers on the Total Employees: 0.00
street, construction of jail beds, operate jail facilities, and
provide for additional prosecutors. Funds must supplement,
not supplant, existing law enforcement services and shall be
expended exclusively to provide front-line law enforcement
services. Recipients of these funds are restricted to Califor-
nia County Sheriffs, District Attorneys, counties, cities and
Special Districts in San Mateo County. The Sheriff-Coroner
Department's portion of the COPS program is used for jail
operations/construction and for front-line law enforcement
in the unincorporated areas of the County.
Budget Summary
This fund is a self-balancing fund with restricted revenue, which supplements jail operations and construction cost, as well as
support front-line law enforcement in the unincorporated areas of Orange County. There are no significant planned changes in
FY 2021-22.

Total Revenues 1,714,060 1,858,564 1,703,188 1,700,199 (158,365) (8.5)
Inc/(Dec) to Obligated Fund Balances (86,989) (17,481) 702,088 (719,569) (702,088) 4,016.3
Detailed budget by expense category and by activity is presented for agency: Sheriff's Supplemental Law Enforcement Services in the Appendix on page A153

PUBLIC PROTECTION 14Q - Sheriff-Coroner Construction and Facility Development
14Q - SHERIFF-CORONER CONSTRUCTION AND FACILITY

DEVELOPMENT
14Q - Sheriff-Coroner Construction and Facility Development


This fund is used to track major capital construction proj- Percent of County General Fund: N/A
ects within the Sheriff-Coroner Department. This budget Total Employees: 0.00
includes funds for specific projects that were established by
previous Board action. Each budgeted project is tracked sep-
arately within this fund.
Strategic Goals:
■ Loma Ridge Emergency Generator project: complete the generator replacements by October 2021.
■ Theo Lacy Jail Facility Restrooms and Showers rehabilitation project: The G and H Barracks portions are 100% complete.
The F Barracks work is scheduled to start in July 2021.
■ Katella Range Upgrade: The notice-to-proceed (NTP) is scheduled to be issued in April 2021. On-site construction is
expected to start in June 2021 and project completion is estimated by January 2022.
■ Intake Release Center Mental Health Upgrades project: Complete Module K and start Module L.
■ James A. Musick Facility (JAMF) Jail Construction project: The Sheriff-Coroner Department was able to secure $100 mil-
lion from the State of California for County jail funding. State approval for award of the construction of the project was
obtained in July 2020. Construction commenced August 2020 and is scheduled to be completed in February 2023.

■ Loma Ridge Emergency Generator project: Design and permitting was completed. Materials were ordered and installa-
tion is tentatively scheduled for October 2021.
■ Katella Range Upgrade project: Bids were received and contract was awarded in April 2021. The NTP is scheduled to be
issued in May 2021.
■ James A Musick Facility Jail Construction project : In August 2020, the County entered into a construction agreement in
the amount of $261.1 million. The NTP issued was issued in July 2020 and construction commenced in August 2020.
■ Central Men's Jail and Central Women's Jail guard station refurbish project was completed.
■ Intake Release Center Triage Mental Health Upgrades project was completed.

14Q - Sheriff-Coroner Construction and Facility Development PUBLIC PROTECTION
Budget Summary
Total Revenues 22,160,000 163,825,554 146,857,365 210,306,814 46,481,260 28.4
Prior Year Encumbrance Cancellations 542,131 0 4,657,507 0 0 0.0
Inc/(Dec) to Obligated Fund Balances 4,054,028 (9,491,404) (490,287) (4,816,802) 4,674,602 (49.3)
Detailed budget by expense category and by activity is presented for agency: Sheriff-Coroner Construction and Facility Development in the Appendix on page A156

PUBLIC PROTECTION 073 - Alternate Defense
073 - ALTERNATE DEFENSE
073 - Alternate Defense


This budget accommodates the cost of court-appointed pri-
vate counsel who provide legal services to indigents when
the Public Defender has declared a conflict of interest in
Criminal and Juvenile Delinquency cases and, as appropri-
ate, in Family Law, Juvenile Dependency, Mental Health and
Probate Cases.
The Alternate Defense program provides legal and ancillary

services for indigent clients utilizing private vendors for
cases in which the Public Defender's Office declares a con-
flict of interest or is otherwise unavailable. Ancillary services
may include, but are not limited to, psychological evalua-
tions and investigative services.
Strategic Goals:
■ Alternate Defense Services continues to provide for the cost of indigent legal services in Criminal, Family Law, Conserva-
torship and Juvenile Delinquency and Dependency caseloads. This budget request is consistent with the legal require-
ments and projected caseloads based on the trends, cost factors, and County and court policies known at this time.
Budget Summary
FY 2021-22 Budget for Alternate Defense services includes $5,726,891 Appropriations and $5,678,391 Net County Cost, which
is at the same level as FY 2020-21 Budget. The OC Superior Court provides administrative support to Alternate Defense and
receives reimbursement from the County.

Total Revenues 53,889 48,500 48,500 48,500 0 0.0
Net County Cost 5,328,391 5,678,391 5,678,391 5,678,391 0 0.0
Detailed budget by expense category and by activity is presented for agency: Alternate Defense in the Appendix on page A86

081 - Trial Courts PUBLIC PROTECTION
081 - TRIAL COURTS
081 - Trial Courts

With the passage of The Lockyer-Isenberg Trial Court Fund- Total Recommended FY 2021-2022: 67,375,615
ing Act of 1997 (AB 233), the State of California assumed fis- Percent of County General Fund: 1.64%
cal responsibility for the operations of all Orange County Total Employees: 0.00
Trial Courts. AB 233 requires Orange County to make
advance fixed Maintenance of Effort (MOE) payment Board of Supervisors approved transfer agreements and
($54,449,487) to the State to pay its share of Trial Court joint occupancy agreements to complete the transfer of court
costs. It also requires Orange County to directly pay for cer- facilities from the County to Judicial Council of California,
tain specific types of Trial Court costs. This fund has been Administrative Office of the Courts (AOC). SB 1732 requires
established to account for these payments and for revenue Orange County to make advance fixed County Facility Pay-
used to make these payments that is received from fees, ment - CFP ($4,700,581) to the State to pay the Court's share
fines, and forfeitures imposed by the Trial Courts. of facility maintenance, utility, and insurance costs. The
The Trial Court Facilities Act (SB 1732), established the County's share of facility maintenance and utility costs are
authority for the transfer of court facilities from the counties paid by OC Public Works and insurance costs are paid by
to the State. During July 2009 through December 2009, the Trial Court Fund 081.
Budget Summary
FY 2021-22 Net County Cost (NCC) for Trial Court 081 is $45,594,727, which is the same level as FY 2020-21 Budget. FY 2021-
22 Budgeted revenue is estimated to be less than the required MOE payment to the State, which was set in 1997 based on
actual revenue receipts in FY 1994-95. FY 2021-22 Trial Court revenue will be lower than FY 1994-95 level. FY 2021-22
$67,375,616 Appropriations include:
1. $54,449,487 AB 233 MOE payment to the State.
2. $4,700,581 SB 1732 County Facility Payment (CFP) to the State.
3. $1,771,200 Supplemental Judicial Benefits.
4. $5,790,716 Victim Witness Services; and
5. $663,631 Administrative Costs associated with insurance for court facilities, Court transcript costs for Grand Jury Hearings,
accounting and telephone services.

Total Revenues 21,580,872 21,131,172 20,243,965 21,780,888 649,716 3.1
Net County Cost 45,304,854 45,594,727 46,703,034 45,594,727 0 0.0
Detailed budget by expense category and by activity is presented for agency: Trial Courts in the Appendix on page A97

PUBLIC PROTECTION 12J - Proposition 69 - DNA Identification Fund
12J - PROPOSITION 69 - DNA IDENTIFICATION FUND
12J - Proposition 69 - DNA Identification Fund


The Proposition 69 - DNA Identification fund was estab- Percent of County General Fund: N/A
lished pursuant to the passage of Proposition 69, the DNA Total Employees: 0.00
Fingerprint, Unsolved Crime, and Innocence Protection Act,
which expanded the statewide program of collecting sam-
ples of DNA and storing them in a database and data bank.
The fund accounts for fines collected and distributed and are
utilized as part of the DNA program to help federal, state and
local criminal justice and law enforcement agencies quickly
and accurately detect and prosecute people responsible for
certain crimes, such as sex offenses, and excluding innocent
persons under investigation for such crimes.
Budget Summary
Total Revenues 569,421 565,000 436,000 480,000 (85,000) (15.0)
Total Expenditures/Encumbrances 770,844 1,095,245 327,903 1,071,642 (23,603) (2.1)
Inc/(Dec) to Obligated Fund Balances (201,423) (530,245) 108,097 (591,642) (61,397) 11.6
Detailed budget by expense category and by activity is presented for agency: Proposition 69 - DNA Identification Fund in the Appendix on page A123

14J - Excess Public Safety Sales Tax PUBLIC PROTECTION
14J - EXCESS PUBLIC SAFETY SALES TAX
14J - Excess Public Safety Sales Tax


Passage of Proposition 172 The Public Safety Sales Tax Percent of County General Fund: N/A
(PSST) in 1994, provided counties a method to maintain Total Employees: 0.00
their funding commitment to public protection after the
diversion of property tax dollars by the State to school pro- fund for future allocation to designated public safety depart-
grams. By law, PSST funds not used within any given fiscal ments as recommended by the CEO and approved by the
year are placed within a PSST surplus fund to meet future Board. The Board further directed proportional use of Prop-
public protection needs. Fund 14B was originally created to osition 172 and General Fund appropriations in the Sheriff-
account for these surplus PSST funds; however, all surplus Coroner and District Attorney budgets. While all excess
funds were exhausted and the Board approved closure of Proposition 172 revenues are transferred to Fund 14J, all
Fund 14B in FY 2009-10. excess General Fund appropriations are returned to the Gen-
eral Fund for future allocation as recommended by the CEO
On May 20, 2008, the Board of Supervisors established
and approved by the Board.
Excess Public Safety Sales Tax, Fund 14J, and directed that
all future excess Proposition 172 revenues be transferred to
this
Budget Summary
(1) (1)
Total Revenues 982,022 45,000 2,144,793 130,000 85,000 188.9
Total Expenditures/Encumbrances 1,645 3,249,814 0 4,362,180 1,112,366 34.2
Inc/(Dec) to Obligated Fund Balances 980,378 (3,204,814) 2,144,793 (4,232,180) (1,027,366) 32.1
Detailed budget by expense category and by activity is presented for agency: Excess Public Safety Sales Tax in the Appendix on page A155

PUBLIC PROTECTION 14U - Court Facilities Fund
14U - COURT FACILITIES FUND
14U - Court Facilities Fund
In FY 2009-10, Court facilities were transferred to the State

Operational Summary and no new revenues were received. Unbudgeted carryover
funds totaling $1.4M will be used to address court facility
Description: needs as agreed upon by the County and Courts.
This fund was initially established to provide funding for

Alteration and Improvements (A&I) projects within County-
owned Court facilities. The funding was derived from the
facility fees paid by individuals attending traffic school in
Orange County.
Budget Summary

Beginning Fund Balance - Unassigned 0 0 0 0 0 0
Total Revenues 0 0 0 0 0 0
Total Expenditures/Encumbrances 0 0 0 0 0 0
Prior Year Encumbrance Cancellations 0 0 0 0 0 0
Inc/(Dec) to Obligated Fund Balances 0 0 0 0 0 0
Ending Fund Balance - Unassigned 0 0 0 0 0 0
Detailed budget by expense category and by activity is presented for agency: Court Facilities Fund in the Appendix on page

COMMUNITY SERVICES
PROGRAM II: COMMUNITY SERVICES

FY 2021-2022 FY 2021-2022 FY 2021-2022
Budget
012 OC Community Resources 50,085,101 44,648,443 5,436,658
024 OC Animal Care 22,744,461 21,793,715 950,746
027 Department of Child Support Services 56,800,000 56,800,000 0
030 Health Care Agency - Public Guardian 5,529,835 775,989 4,753,846
042 Health Care Agency 896,805,979 796,171,997 100,633,982
063 Social Services Agency 1,046,387,832 980,029,724 66,358,108
GENERAL FUND SUBTOTAL 2,078,353,208 1,900,219,868 178,133,340
102 Santa Ana Regional Center Lease Conveyance 2,582,175 2,582,175 0

106 County Tidelands - Newport Bay 6,906,322 6,906,322 0
108 OC Dana Point Harbor 20,263,498 20,263,498 0
117 OC Housing Authority - Operating Reserves 3,505,685 3,505,685 0
119 OC Public Libraries - Capital 13,038,058 13,038,058 0
120 OC Public Libraries 75,365,459 75,365,459 0
121 OC Animal Care Donations 120,000 120,000 0
123 Dispute Resolution Program 716,598 716,598 0
124 Domestic Violence Program 899,368 899,368 0
12A MHSA Housing Fund 6,204,104 6,204,104 0
12C Child Support Program Development 6,260,288 6,260,288 0
12S SSA Donations & Fees 818,000 818,000 0
12W SSA Wraparound 25,868,937 25,868,937 0
138 Medi-Cal Administrative Activities/Targeted Case 1,099,659 1,099,659 0
Management
13N OC Tobacco Settlement Fund 45,154,803 45,154,803 0
13S Emergency Medical Services 7,724,538 7,724,538 0
13T HCA Purpose Restricted Revenues 8,007,281 8,007,281 0
13U HCA Interest Bearing Purpose Restricted Revenue 3,398,000 3,398,000 0
13Y Mental Health Services Act 244,484,349 244,484,349 0
13Z Bioterrorism Center for Disease Control Fund 3,991,907 3,991,907 0
146 Workforce Investment Act 13,736,659 13,736,659 0
14T Facilities Development And Maintenance Fund 5,230,103 5,230,103 0
15F Orange County Housing Authority (OCHA) 255,343,463 255,343,463 0
15G OC Housing 17,575,364 17,575,364 0
15H CalHome Program Reuse Fund 1,156,736 1,156,736 0
15K Limestone Regional Park Mitigation Endowment 6,800 6,800 0
15U Strategic Priority Affordable Housing 352,553 352,553 0
16D OC Animal Shelter Construction Fund 2,764,493 2,764,493 0
405 OC Parks CSA26 166,704,101 166,704,101 0
406 OC Parks Capital 35,623,433 35,623,433 0

COMMUNITY SERVICES
Summary of Appropriations and Revenues (Continued)

FY 2021-2022 FY 2021-2022 FY 2021-2022
Budget
459 N. Tustin Landscape & Lighting Assessment District 4,352,775 4,352,775 0
477 County Service Area #22 - East Yorba Linda 125,717 125,717 0
590 In-Home Supportive Services Public Authority 2,752,305 2,752,305 0
9A0 Debt Service 10,250,629 10,250,629 0
TOTAL - COMMUNITY SERVICES 3,070,737,368 2,892,604,028 178,133,340

COMMUNITY SERVICES 012 - OC Community Resources
012 - OC COMMUNITY RESOURCES

http://occr.ocgov.com/
012 - OC Community Resources

The OC Community Resources Department connects people Total Recommended FY 2021-2022: 50,085,101
and resources by providing greater access to residents and Percent of County General Fund: 1.22%
visitors who want to fully utilize the resources available in Total Employees: 107.00
their communities. This is accomplished by bringing
together OC Animal Care, OC Community Services, OC
Housing and Community Development, OC Parks, and OC
Public Libraries into one agency. Although services provided
to these departments are distinct, allowing them to partner
together benefits the public by improving the quality and
efficiency of services.
Strategic Goals:
■ OC Community Services: Link Clients to Services, Optimize and Leverage Resources, Workforce Development
■ OC Housing and Community Development: Continue to support housing initiatives for development of 2,700 supportive
housing units as part of the County's Housing Funding Strategy

AVERAGE SPEED OF ANSWER FOR OFFICE ON AGING 29 second average Under 30 second Office on Aging is exceeding the target with
CALL CENTER CALLS. answer speed. average answer speed. calls answered within an average of 27
What: Tracks the average time it takes for calls directed into seconds.
the Office on Aging Call Center to be answered by a call
center staff member.
Why: Improved customer service by monitoring the wait
time callers experience when contacting the Office.
CUSTOMER SATISFACTION - CALL CENTER SURVEY 90% of customers 90% of customers Office on Aging is meeting the target.
(OFFICE ON AGING). satisfied (average). satisfied (average).
What: The number of customers satisfied with the service
provided by Call Center staff.
Why: Measures satisfaction of clients with services.
CUSTOMER SATISFACTION - SENIOR NON-EMERGENCY 91.6% of customers 95% of customers Office on Aging is exceeding the target.
MEDICAL TRANSPORTATION (OFFICE ON AGING). satisfied. satisfied.
What: The number of customers satisfied with services.
Why: Measures satisfaction of clients with services.
NUMBER OF CLIENTS VISITING VETERANS SERVICE 1,753 clients visited the 1,700 clients visiting Veterans Service Office is exceeding the
OFFICE. Veterans Services Office the Veterans Services goal. Clients are served via phone, email,
What: The number of clients visiting office in person. (quarterly average). Office (quarterly virtual appointments, and in-person. Target
Why: Measures the demand for services. average). reflects all services provided, and not just
those who visit the office.
TOTAL UNITS FINANCED 706 multi-family units 365 multi-family units Housing & Community Development is on
What: The number of units financed annually. financed. financed. target to meet this goal.
Why: Increasing affordable housing units helps bridge the
gap in housing costs for certain incomes.

012 - OC Community Resources COMMUNITY SERVICES

■ Provided administrative support to the Orange County Housing Finance Trust including release of the 2021 Notice of
Funding Availability (NOFA) for development of supportive and affordable housing.
■ Continued implementation of the County's Housing Funding Strategy by providing ongoing administration of 2020 Sup-
portive Housing NOFA for development of supportive housing.
■ Veterans Service Office (VSO) implemented an online College Fee Waiver application which is the first of its kind in the
state, secured over $300 thousand in Prop 63 grant funding to support the VSO's operations and its clients particularly
student veterans, and to assist with veterans' transportation needs.
■ Office on Aging secured over $500 thousand in grant funding to reinstate the Orange County Aging & Disability Resource
Center, implemented 14 new projects in response to the COVID-19 pandemic, including Great Plates Delivered a $62 mil-
lion restaurant meal delivery program for seniors.
■ Community Investment Division (CID) launched the Orange County One-Stop Mobile Unit designed to provide education
and training services to job seekers and employers. The Mobile Unit features WIFI, computers, multifunction printing
devices and approximately 12 workstations and is also handicap accessible. CID also established the Economic and Busi-
ness Recovery Call Center in response to COVID-19 to provide personalized support and information to businesses and
employees.
OC Community
Resources
OCCR OC Housing
OC Community OC Public
Administrative and Community OC Animal Care OC Parks
Services Libraries
Services Development
OCCR Administrative Services - OC Community OC Public Libraries - OC Public Libraries' mission is to

Resources' Administrative Services function is responsible open new worlds to our diverse communities through
for all program support activities for the OC Community knowledgeable and friendly staff who are trained in the lat-
Resources department which includes purchasing, con- est technologies and tools offered at our branches and
tracts, finance, accounting, human resources, information through our website which will, in turn, enable our patrons
technology, research, volunteers, support and safety, staff to explore resources for leisure, learning, business, and com-
development, Agenda Staff Report (ASR) coordination, cus- munity interaction.
todian of records, and compliance. OC Parks - As a steward of significant natural and cultural
OC Community Services - OC Community Services pro- resources, Orange County Parks manages and operates a
vides services to veterans. older adults, job seekers, and system of regional parks, beaches, harbors, trails and his-
businesses. toric sites that are places of recreation and enduring value.
OC Animal Care - OC Animal Care's mission is to provide OC Housing and Community Development - The func-
refuge and care for animals, foster the human-animal bond tion of OC Housing and Community Development is to sup-
and promote safety in our community. port affordable housing and supportive housing initiatives
including creation of 2,700 supportive housing units as part
of the County's Housing Funding Strategy.

COMMUNITY SERVICES 012 - OC Community Resources
■ In FY 2018-19, 1 position was added to support the

Ten Year Staffing Trend: County's Continuum of Care initiatives; 1 position was
transferred to OC Parks, Fund 405; and a net 1 position
350 318 309 309
was deleted in accordance with the Vacant Position Pol-
300 278
260 266 262 266 icy.
236
250 In FY 2017-18, 5 positions were transferred from OC
200 Public Libraries, Fund 120, to support the additional
150 107 workload associated with the growing homeless initia-
100 tives.
50
■ In FY 2016-17, 4 Limited-Term positions were deleted
0
due to funding limitations.
Ten Year Staffing Trend Highlights: added to assist with the CalWORKS program and 2
positions were added to the Office on Aging program.
■ In FY 2020-21, 128 positions were transferred as an FY
2020-21 Mid-Year Budget Adjustment to the newly cre- ■ In FY 2015-16, 24 positions were transferred to Orange
ated Budget Control 024 for OC Animal Care and to County Information Technology (OCIT), Budget Con-
reduce the budget shortfall due to pandemic-related trol 037, as part of the centralization process; 4 Limited
revenue losses, 1 additional position associated with the Term positions were added to support additional pro-
Voluntary Incentive Program (VIP) was deleted. gram needs; 2 positions were added to address caseload
growth and support county event coordination.
added to the Community Investment Division, 2 posi- ■ In FY 2014-15, a total of 36 positions were transferred: 2
tions were added to the Veterans Service Office and 23 to Human Resource Services, Budget Control 054, 9
vacant positions were deleted per CEO recommenda- positions to OC Public Works, Budget Control 080; 16 to
tion. OC Parks, Fund 405 and 9 to OC Public Libraries, Fund
120. In addition, 5 positions were added to support
In FY 2019-20, 9 positions were deleted and transferred
community services and the Director's Office.
to the Health Care Agency as part of the County's Office
of Care Coordination organizational change. Four posi- ■ In FY 2012-13, 1 position was added to address the
tions were added in OC Animal Care to address increas- elimination of Redevelopment Programs, 2 positions
ing numbers of shelter animals and required standards were transferred to CEO/ Risk Management, Fund 293,
of care. One positions was transferred to 15G and a net 4 to centralize the County's Safety Program and 8 posi-
positions were deleted as part of the County's Vacant tions were transferred to Human Resources Services,
Position policy. Budget Control 054, as part of the reorganization of
Countywide Human Resource Services.

Budget Summary
Base Budget:
Plan for Support of the County's As a whole, the Base Budget for Budget Control 012 is
Strategic Priorities: decreasing by approximately $132.6 million from the Modi-
OC Community Resources will continue to fulfill the goals fied FY 2020-21 Budget primarily due to a decrease in
within each program area and create efficiencies when pos- COVID-19 related expenditures of $132.2 million in FY
sible in FY 2021-22. 2020-21 for the OC Community Services program that are
not re-budgeted. This Budget Control is also budgeting $400
thousand less in Professional Services in FY 2021-22 than
the previous fiscal year.

012 - OC Community Resources COMMUNITY SERVICES

(1) (1)
Total Positions 233 107 107 107 0 0.0
Total Revenues 59,967,055 167,098,616 168,965,084 44,648,443 (122,450,173) (73.3)
Net County Cost 10,462,467 15,595,987 13,350,362 5,436,658 (10,159,329) (65.1)
Detailed budget by expense category and by activity is presented for agency: OC Community Resources in the Appendix on page A22

■ OC Community Resources continues to face economic challenges of rising costs of maintaining services with flat or mini-
mal increases in funding. As the result of increasing salaries and employee benefits and services and supplies costs, OCCR
reduced expenditures where possible and will continue to subsist on a lean budget.

OC Housing and
OCCR Administrative OC Community Community
No. Agency Name Services Services OC Animal Care OC Public Libraries OC Parks Development Total
012 OC Community Resources 19,368,899 30,127,533 0 0 0 588,669 50,085,101
024 OC Animal Care 0 0 22,744,461 0 0 0 22,744,461
106 County Tidelands - Newport Bay 0 0 0 0 6,906,322 0 6,906,322
108 OC Dana Point Harbor 0 0 0 0 20,263,498 0 20,263,498
117 OC Housing Authority - Operating 0 0 0 0 0 3,505,685 3,505,685
Reserves
119 OC Public Libraries - Capital 0 0 0 13,038,058 0 0 13,038,058
120 OC Public Libraries 0 0 0 75,365,459 0 0 75,365,459
121 OC Animal Care Donations 0 0 120,000 0 0 0 120,000
123 Dispute Resolution Program 0 716,598 0 0 0 0 716,598
124 Domestic Violence Program 0 899,368 0 0 0 0 899,368
12A MHSA Housing Fund 0 0 0 0 0 6,204,104 6,204,104
146 Workforce Investment Act 0 13,736,659 0 0 0 0 13,736,659
15F Orange County Housing Authority 0 0 0 0 0 255,343,463 255,343,463
(OCHA)
15G OC Housing 0 0 0 0 0 17,575,364 17,575,364
15H CalHome Program Reuse Fund 0 0 0 0 0 1,156,736 1,156,736
15K Limestone Regional Park 0 0 0 0 6,800 0 6,800
Mitigation Endowment
15U Strategic Priority Affordable 0 0 0 0 0 352,553 352,553
Housing
16D OC Animal Shelter Construction 0 0 2,764,493 0 0 0 2,764,493
Fund
405 OC Parks CSA26 0 0 0 0 166,704,101 0 166,704,101
406 OC Parks Capital 0 0 0 0 35,623,433 0 35,623,433
459 N. Tustin Landscape & Lighting 0 0 0 0 4,352,775 0 4,352,775
Assessment District
477 County Service Area #22 - East 0 0 0 0 125,717 0 125,717
Yorba Linda
Total 19,368,899 45,480,158 25,628,954 88,403,517 233,982,646 284,726,574 697,590,748

COMMUNITY SERVICES 024 - OC Animal Care
024 - OC ANIMAL CARE
024 - OC Animal Care


To provide refuge and care for animals, foster the human- Percent of County General Fund: 0.56%
animal bond and promote safety in our community. Total Employees: 124.00
Strategic Goals:
■ Animal Care, Enrichment and Placement
■ Stakeholder Engagement and Marketing
■ Culture and Organizational Development
■ Fiscal Stewardship and Sustainability

SAVE RATE As of 12/31/20, the save rate Our goal for 2021 is to We continue to make progress towards
What: The percentage of cats and dogs that leave was 81.6% for cats and achieve a 90% combined our goal of a 90% combined save rate for
the shelter alive through adoption, redemption, or 96.3% for dogs. The save rate for cats and dogs. for cats and dogs.
placement with a rescue organization. combined save rate was
Why: Increases the number of live outcomes and 88.2%.
decreases shelter euthanasia.
ESTABLISH REGULAR COMMUNICATION OC Animal Care continues to OC Animal Care will continue As evidenced by the 7% increase in
What: OC Animal Care will work to establish regular find new ways to connect to fine-tune its Strategic Plan. Facebook followers, we believe our
communication with all current stakeholders, with the community. Social Effective-stakeholder communication efforts continue to yield
including cities, volunteers, rescue organizations, the media platforms have seen communication will continue positive results.
public and the veterinary community. significant growth and to be a critical component of
Why: To increase connections in the community and potential to reach this plan, this will be
establish the organization as a leader in animal care. stakeholders. As of 12/31/ achieved through regular
20, OC Animal Care had communication with
26,491 followers on stakeholders through
Facebook, a 7% increase partnerships, social media,
from the prior year. email and one-on-one
meetings.
FOCUS ON CUSTOMER SERVICE Out of 832 Google online To continue to increase With our continued focus on providing
What: OC Animal Care will continue to conduct reviews, the average customer satisfaction and to exceptional customer services, we are
regular customer service training for all staff and customer rating was 4.2 out measure progress through seeing positive responses from the public
volunteers to establish and maintain a customer- of five stars. regular surveys. as evidenced by the recent Google on-line
oriented culture. ratings.
Why: To ensure the public receives exceptional
service when interacting with staff and volunteers.

024 - OC Animal Care COMMUNITY SERVICES

INCREASE DOG LICENSING OC Animal Care's dog OC Animal Care is continuing Efforts to grow dog licensing compliance
What: OC Animal Care is working to increase the dog licensing compliance rate is towards a dog licensing will continue through educating dog
licensing compliance rate to improve opportunities to currently estimated at compliance rate of 60% or owners on the benefits of licensing. While
return dogs to their owners and increase the 36.7%. higher by the end of 2021. we have seen a decline in the number of
community's confidence in public safety. current licenses during the pandemic, we
Why: A dog license is proof of rabies vaccination, will continue to strive towards our goal of
and it helps return the dog to its owner faster. reaching a 60% compliance rate.

■ Maintained and provided all essential services during the pandemic.
■ Achieved a 96.3% save rate for dogs.
■ Achieved a 81.6% save rate for cats.

Budget Summary
140 124
120 OC Animal Care will continue to provide mandated animal
100 control and animal shelter services to the residents of its
80 contract cities and unincorporated County areas. During the
60 pandemic, changes have been made to operations to pro-
40 mote the health and safety of the public and our employees.
20 The program will continue to evaluate staffing levels and
0 0 0 0 0 0 0 0 0
0
overall expense and fee structure in order to improve opera-
tional efficiency and financial sustainability.
Ten Year Staffing Trend Highlights: Base Budget:
■ In FY 2020-21, 128 positions were transferred from OC OC Animal Care's FY 2021-22 Base Budget is based on 124
Community Resources (OCCR) to the newly created full-time positions, a decrease of 4 positions from the FY 20-
Budget Control 024 in order to isolate the OC Animal 21 Modified Budget. Total FY 2021-22 Base Budget expendi-
Care budget and positions. To reduce the budget short- tures are below the FY 20-21 Modified Budget by approxi-
fall due to the pandemic-related revenue losses, 4 posi- mately 1.7% due primarily to a decrease in Salaries and
tions associated with the Voluntary Incentive Program Benefits and Other Financing Uses. OC Animal Care's FY
(VIP) were deleted. 2021-22 Base Budget achieves the mandatory Net County
Cost target.

PB Req.
Increase Appropriations and Net OCCR requests $192K in FY 2021-22 for Replacement of OCAC vehicles would improve the overall 20387
County Cost for Purchase of Three replacement of three (3) high-mileage vehicles reliability of the vehicles and lower repair costs.
Vehicles for OC Animal Care to maintain the reliability of OCCR's vehicle
Amount:$ 192,000 fleet.

COMMUNITY SERVICES 024 - OC Animal Care

(1) (1)
Total Revenues 0 22,165,430 20,220,488 21,793,715 (371,715) (1.7)
Total Expenditures/Encumbrances 0 23,359,176 21,314,971 22,744,461 (614,715) (2.6)
Net County Cost 0 1,193,746 1,094,483 950,746 (243,000) (20.4)
Detailed budget by expense category and by activity is presented for agency: OC Animal Care in the Appendix on page A32

■ OC Animal Care will continue to face financial uncertainties in FY 2021-22 due to unforeseen cost increases as well as
ongoing difficulties in collecting user fee revenue, including animal licensing revenue and animal redemption fees. The
FY 2021-22 Base Budget reflects decreases in expenditures, primarily related to Salaries and Benefits (due to a reduction
in the number of full-time positions), and Other Financing Uses. The FY 2021-22 Base Budget for fee revenues reflects a
decline of approximately 3% from the FY 2020-21 Modified Budget due to continued uncertainty surrounding the global
pandemic. The $243 thousand decline in the FY 2021-22 baseline Net County Cost is due to the absence of budgeted
expenditures to replace old, high-mileage vehicles. A FY 2021-22 Budget Augmentation to increase Net County Cost by
$192 thousand has been submitted to further address purchases to replace these old, high-mileage vehicles.

106 - County Tidelands - Newport Bay COMMUNITY SERVICES
106 - COUNTY TIDELANDS - NEWPORT BAY
106 - County Tidelands - Newport Bay

The County Tidelands - Newport Bay Fund was established
pursuant to Chapter 526(a) of the Statutes of 1919 which
gave certain tidelands and submerged lands bordering upon
and under Newport Bay to the County of Orange. Funds in
the account are used to provide safe and enjoyable public
recreation opportunities within Newport Bay Tidelands the overall mission to "preserve and enhance OC Parks' nat-
area. ural and cultural resources for recreation, education and
exploration."
This function is part of the OC Parks division and supports
■ Upper Newport Bay Amphitheater Bench Replacement completed.
■ Newport Harbor Decking, Lighting, and Float Replacement completed.
■ In FY 2017-18 all of OC Parks' staff were consolidated into Fund 405. Staff who are working on Newport Bay Tidelands are
charging costs as appropriate to Fund 106.
Budget Summary
The FY 2021-22 Base Budget is approximately $502 thousand lower than the FY 2020-21 Modified Budget due to decrease in
budgeted costs for professional services for Harbor Patrol, utilities and merchant fees.

Total Revenues 6,774,794 7,407,800 6,649,261 6,906,322 (501,478) (6.8)
Inc/(Dec) to Obligated Fund Balances 335,879 0 47,765 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: County Tidelands - Newport Bay in the Appendix on page A101

COMMUNITY SERVICES 108 - OC Dana Point Harbor
108 - OC DANA POINT HARBOR
108 - OC Dana Point Harbor

The OC Dana Point Harbor Fund was established pursuant Total Recommended FY 2021-2022: 20,263,498
to Chapter 321(a) of the Statutes of 1961 which gave certain Percent of County General Fund: N/A
tidelands and submerged lands of the Dana Point area to the Total Employees: 0.00
County of Orange. This fund supports the daily functions of
Dana Point Harbor and the master leases with Dana Point 2018, Dana Point Partners LLC and Dana Point Harbor Part-
Harbor Partners LLC and Dana Point Harbor Partners ners Drystack LLC took over operation of the majority of the
Drystack LLC. Dana Point Harbor maintains a diverse recre- Harbor with a 66-year lease term.
ational facility so all users and visitors may experience this
regional asset in a safe and enjoyable way. This function is part of the OC Parks' division and supports
In July of 2017, the Board approved a new master lease for the overall mission to "preserve and enhance OC Parks' nat-
the development of Dana Point Harbor, and in October of ural and cultural resources for recreation, education and
exploration."

■ In FY 2017-18, all of OC Parks' staff were consolidated into Budget Control 405. Staff who are working in Dana Point Har-
bor are charging costs as appropriate to Fund 108.
Budget Summary
Dana Point Harbor's budget includes operational expenses to fund maintenance needs for Baby Beach and the Sailing and
Events Center, as well as Dana Point Harbor's share of Harbor Patrol costs. OC Parks is planning to fund design work on the
Harbor Revitalization and the Rock Fall Mitigation.

Total Revenues 3,775,191 4,003,000 3,206,872 2,655,497 (1,347,503) (33.7)
Inc/(Dec) to Obligated Fund Balances (2,498,741) (18,516,661) (754,890) (17,608,001) 908,660 (4.9)
Detailed budget by expense category and by activity is presented for agency: OC Dana Point Harbor in the Appendix on page A103

117 - OC Housing Authority - Operating Reserves COMMUNITY SERVICES
117 - OC HOUSING AUTHORITY - OPERATING RESERVES
117 - OC Housing Authority - Operating Reserves


Excess administrative fees prior to 2004 may be used only Percent of County General Fund: N/A
for the cost of ongoing administration of OC Housing Total Employees: 0.00
Authority's current Housing Choice Voucher program or for
other housing related purposes consistent with state and
local law, including the development of affordable housing
and support of homeless activities as approved by the Board
of Supervisors.
Budget Summary
Implementation of the Housing Funding Strategy for development of affordable and supportive housing for homeless house-
holds.
The FY 2021-22 Base Budget reflects a $636 thousand decrease from the FY 2020-21 Modified Budget. This is due to the grad-
ual spending of the existing fund balance carried forward from previous fiscal years as well as lower revenues received as the
fund balance is drawn down.

Total Revenues 274,855 258,197 222,484 262,012 3,815 1.5
Inc/(Dec) to Obligated Fund Balances (282,592) (3,883,407) (639,732) (3,243,673) 639,734 (16.5)
Detailed budget by expense category and by activity is presented for agency: OC Housing Authority - Operating Reserves in the Appendix on page A108

COMMUNITY SERVICES 119 - OC Public Libraries - Capital
119 - OC PUBLIC LIBRARIES - CAPITAL
119 - OC Public Libraries - Capital

The Capital Project Fund for OC Public Libraries is used to Total Recommended FY 2021-2022: 13,038,058
provide capital improvements to 33 library facilities Percent of County General Fund: N/A
throughout Orange County. Improvements made in these Total Employees: 0.00
facilities support OC Public Libraries' mission to empower
and enrich our communities. We provide facilities where
library patrons can access a community hub, resources and
opportunities for lifelong learning.
Strategic Goals:
■ To create welcoming, modern spaces for lifelong learning
■ To provide safe gathering places for community engagement
■ To provide an environment conducive to education, entertainment and relaxation for people of all ages and cultural back-
grounds

PROGRESS IN COMPLETING LIBRARY CAPITAL Tenant improvement projects Completing improvements for El OC Public Libraries dedicates funds for
PROJECTS ON SCHEDULE AND WITHIN BUDGET. in process: El Toro, Toro, Westminster, Cypress, the continued improvement of facilities as
What: Measures ability to complete capital Westminster, Cypress, Rancho Santa Margarita. referenced in the Capital Improvement
improvement projects, which improves library Rancho Santa Margarita in Initiating improvements for Plan in collaboration with OC Public
services. FY 2020-21. Brea, San Juan Capistrano, Works.
Why: Growing library population base requires Dana Point, Seal Beach, Aliso
reliable, safe and improved library infrastructures. Viejo in FY 2021-22.

■ Initiated design and construction for El Toro, Westminster, Cypress and Rancho Santa Margarita.
■ Established scope and initiated design for Brea, San Juan Capistrano, Dana Point and Seal Beach.
Budget Summary
OC Public Libraries will continue to work with the Library Advisory Board to provide and develop services responsive to the
communities we serve. Staff will continue to identify critical building components needing repair or replacement to ensure
safe and secure facilities, avoid costs of unplanned shutdowns and extend useful life expectancy of library facilities. In line
with the Strategic Plan, the Library will continue to operate solely through dedicated library fund revenue sources.

119 - OC Public Libraries - Capital COMMUNITY SERVICES

(1) (1)
Total Revenues 3,960,435 5,125,179 4,724,920 13,038,058 7,912,879 154.4
Inc/(Dec) to Obligated Fund Balances 3,208,555 (7,260,486) (4,641,325) 0 7,260,486 (100.0)
Detailed budget by expense category and by activity is presented for agency: OC Public Libraries - Capital in the Appendix on page A109

COMMUNITY SERVICES 120 - OC Public Libraries
120 - OC PUBLIC LIBRARIES
120 - OC Public Libraries


As the third largest library system in California, OC Public Percent of County General Fund: N/A
Libraries strives to empower and enrich our communities. Total Employees: 377.00
We provide professional library services to the residents of
24 cities through a network of 33 community libraries.
Strategic Goals:
■ Provide space to connect, learn, relax and grow
■ Create communities of lifelong learners
■ Connect Orange County communities to their history and culture
■ Provide equitable services

SELF-CHECKOUT MACHINE CIRCULATION Self-checkout machine OCPL is continuing to add There is a slight decrease in the circulation rate
RATE. circulation rate was 17.9%. self-checkout stations to due to the libraries being closed from March to
What: Measures increased levels of circulation increase this service. June 2020, however, this measure is still being
through self-check machines. implemented.
Why: Allowing the staff to focus attention on
individuals using the library.
CIRCULATION RATE FOR E-MAGAZINES. Circulation rate for e- OCPL is continuing to Enhanced marketing and focus on collection
What: Increase e-magazine circulation by 20%. magazines increased by grow the collection and development resulted in an increase in e-
Why: Indicates the growing trend in e-material 61.4%. increase marketing. magazine circulation.
usage.
CIRCULATION RATE OF WORLD LANGUAGE Circulation rate of world OCPL is continuing to This measure is being implemented.
MATERIAL. language material increased increase the world
What: Measures the growing usage of non- by 8.5%. language collection.
English language material due to demographic
changes.
Why: Monitoring usage determines if the library
is meeting the needs of its community.

■ Initiated OC Public Libraries' 100-Year Anniversary by offering a year full of programming and activities that celebrate its
centennial including a commemorative library card and logo in addition to providing print, audiovisual and digital
resources, internet access, and skilled staff assistance.

120 - OC Public Libraries COMMUNITY SERVICES
■ Launched the WiFi-on-Wheels program and purchased hotspot devices and data services as a direct response to the digi-
tal divide augmented by the COVID-19 pandemic. This is part of the Internet Access Initiative - Bridging the Digital
Divide which aims to increase internet access across Orange County communities.
■ Migrated the OC Public Libraries' website to build a more mobile-friendly and a user-focused experience and added the
OCPL App to provide increased access to library patron accounts, materials and services.
■ Launched Kindergarten Readiness, which includes weekly social media programming, a website for families with virtual
story times, lessons, tips for parents/caregivers, a rhyme of the month, video demonstrations, and 1000 Books Before
Kindergarten, a preliteracy program that encourages families to read together to ensure success in school.
■ Received grants for the following programs: Workforce Development, National Endowment for the Arts Big Read, OC
Memory Lab, From Galaxy to Earth, Books to Action, OC Read/Families for Literacy and Dia de los Ninos Mini.
■ Presented culturally enriching programs with authors Harlan Coben, Robin Wall Kimmerer, Lori Gottlieb, Jennifer Holm,
Jennifer Ackerman, Meg Medina, Lucy Jones, Charles Yu, Sarah Hernandez, Isabel Quintero and Lisa See.
■ Created digital content and virtual programming responsive to community needs during the pandemic, such as online
book clubs, virtual story times, craft demonstrations, teen programs and games, cooking and food literacy, ESL conversa-
tion, online reading programs.
■ Launched Grab and Go activity kits for all ages to encourage creativity and lifelong learning.
■ Successfully responded to the unprecedented pandemic and continued to provide vital services to the public including
Contactless Curbside Pickup, Grab and Go Services, library chat and texting for patrons to access professional services of
librarians.
■ In FY 2019-20, 1 position was added in the FY 2019-20
Ten Year Staffing Trend: Second Quarter Budget Report, after being deleted in
accordance with the County's Vacant Position Policy.
398
400 396 ■ In FY 2018-19, 1 position was deleted in accordance
394
395
390 390 390
with the County's Vacant Position Policy and 1 position
390 386 386 387 was added to support the branch libraries.
385 ■ In FY 2017-18, 5 positions were deleted when 10 half-
380 377 time positions were consolidated to 5 full-time posi-
375 tions; 5 positions were transferred to OCCR, Budget
370 Control 012 to address increased Homeless Prevention
365 activities.
■ In FY 2016-17, 1 position was transferred to OCCR,
Budget Control 012, to address increased Homeless Pre-
Ten Year Staffing Trend Highlights: vention activities and 3 positions were transferred from
■ In FY 2020-21, to reduce the budget shortfall due to the Budget Control 012 to provide support for the READ/OC
pandemic-related revenue losses, 20 positions associ- Program.
ated with the Voluntary Incentive Program (VIP) were ■ In FY 2015-16, 1 position was deleted to offset the addi-
deleted and 10 positions were added as a Mid-Year Bud- tion of the events coordinator position in OCCR; 2 posi-
get Adjustment Request. tions were transferred to the CEO's Office, Budget
■ During the FY 2020-21 budget process, 2 vacant posi- Control 017, to support care coordination; and 1 posi-
tions deleted per CEO Budget recommendation and 3 tion was transferred to OCCR, Budget Control 012, for
positions were added for staffing the City of Laguna administration support.
Wood's new library. ■ In FY 2014-15, 1 position was transferred to support the
CEO Real Estate centralization and 9 positions were
transferred from OCCR, Budget Control 012 as part of
OCCR's minor reorganization.

COMMUNITY SERVICES 120 - OC Public Libraries

Budget Summary
Base Budget:
Plan for Support of the County's The FY 2021-22 Budget for OC Public Libraries' Fund 120 is
Strategic Priorities: $75.4 million which is $3.0 million or 4.2% higher than the
FY 2020-21 Modified Budget primarily due to an increase in
OC Public Libraries will continue to work with the Library operating transfer to Fund 119 for Capital Projects. Fund 120
Advisory Board to provide and develop services responsive reflects a 9.1% increase in overall property tax revenue and
to the communities we serve. Staff will continue to imple- includes one-time and on-going distributions from the dis-
ment and refine the organizational measurement program solution of the Redevelopment Agency which is accounting
and the employee Pay for Performance plan. In line with the for the larger Fund Balance Unassigned.
Strategic Plan, OCPL will continue to operate solely through
dedicated Library Fund revenue sources. The FY 2021-22 Budget includes a $5.6 million contribution
to Fund Balance Restricted for the Irvine Set-Aside based on
the agreement between the City of Irvine and OC Public
Libraries to finance a future library in the City of Irvine, as
well as to make a contribution of $100 thousand to Operat-
ing Reserves to maintain the 10% goal of the operating cost
set forth by the Library Advisory Board.

Total Positions 384 377 377 377 0 0.0
Total Revenues 63,243,307 66,893,295 65,250,953 66,951,115 57,820 0.1
Prior Year Encumbrance Cancellations 1,317,274 0 605,687 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: OC Public Libraries in the Appendix on page A110

■ OC Public Libraries' Operating Budget assumes maintaining current service levels by continuing the five-year plan to
upgrade the library computer systems, increasing library book materials and subscription of library collections as well as
appropriations allocated for maintenance projects on OC Public Libraries' aging infrastructure.

121 - OC Animal Care Donations COMMUNITY SERVICES
121 - OC ANIMAL CARE DONATIONS
121 - OC Animal Care Donationsd


The OC Animal Care Donations fund was established to rec- Percent of County General Fund: N/A
ognize donation revenues received for OC Animal Care pro- Total Employees: 0.00
grams.

■ Donations received in FY 2019-20 by OC Animal Care totaled in excess of $134 thousand, which were used to provide free
and low-cost animal adoption events to the public, and for animal enrichment. Donations received to date in FY 2020-21
total in excess of $55 thousand.
Budget Summary
Total Revenues 136,312 160,000 85,650 120,000 (40,000) (25.0)
Total Expenditures/Encumbrances 141,891 160,000 40,000 120,000 (40,000) (25.0)
Inc/(Dec) to Obligated Fund Balances (5,579) 0 45,650 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: OC Animal Care Donations in the Appendix on page A111

COMMUNITY SERVICES 123 - Dispute Resolution Program
123 - DISPUTE RESOLUTION PROGRAM
123 - Dispute Resolution Program


Provide funding for local dispute resolution services as an Percent of County General Fund: N/A
alternative to formal court proceedings. The Dispute Resolu- Total Employees: 0.00
tion service providers meet regularly with judges from the
five justice centers who comprise the Small Claims Media-
tion Committee. The contracted providers receive case refer-
ral for mediation and work collaboratively with Court Judges
and Commissioners.
Strategic Goals:
■ Provide the benefit of dispute resolution services to Orange County residents who have disputes with individuals, busi-
nesses, or organizations
■ Increase public awareness, access to, and usage of dispute resolution services through development and use of brochures,
presentations, public speaking and educational presentations
■ Reduce the cost of settling disputes
■ Strengthen and solidify collaborative partnerships to promote judicial focus and raise public confidence in regards to the
mediation process

■ For the period of July 1, 2020, through January 31, 2021, the Orange County Dispute Resolution Program (DRPA) assisted
with nearly 1,100 cases that are currently being heard virtually due to COVID-19.
Budget Summary
Operational Efficiency: The County has been at the forefront of funding court-connected Dispute Resolution Programs. To
address the County's priority of operational efficiency, the goal of the program is to achieve more effective and efficient dispute
resolution. Community Dispute Resolution programs and increased use of other alternatives to the formal judicial system may
offer less threatening and more flexible forums for persons of all ethnic, racial, and socioeconomic backgrounds. These alter-
natives, among other things, can assist in the resolution of disputes between neighbors, some domestic disputes, consumer-
merchant disputes, and other kinds of disputes in which the parties have continued relationships. A non-coercive dispute res-
olution forum in the community may also provide a valuable prevention and early intervention problem-solving resource to
the community.
The FY 2021-22 Baseline Budget represents a decrease of $241 thousand from the FY 2020-21 Modified Budget due to a
decrease in projected fund balances that are carried forward into the new fiscal year.

123 - Dispute Resolution Program COMMUNITY SERVICES

(1) (1)
Total Revenues 620,874 705,000 453,000 705,000 0 0.0
Detailed budget by expense category and by activity is presented for agency: Dispute Resolution Program in the Appendix on page A113

COMMUNITY SERVICES 124 - Domestic Violence Program
124 - DOMESTIC VIOLENCE PROGRAM
124 - Domestic Violence Program


Provide funding for domestic violence shelters in Orange Percent of County General Fund: N/A
County, which provide a temporary "safe haven" for the vic- Total Employees: 0.00
tims of domestic violence and their children.
Consistent with the Welfare and Institutions Code Sections by victims of domestic violence and their children such as:
18294-18298, the domestic violence shelters provide a range emergency crisis sheltering, access to a 24-hour crisis
of comprehensive emergency crisis shelter services that are hotline, provision of counseling services, walk-in center,
necessary to address the various critical needs experienced food and clothing, hospital emergency room assistance,
transportation referrals and legal assistance.

■ For the period of July 1, 2020, through January 31, 2021, approximately 5,400 bed nights were provided through the
Orange County Domestic Violence Shelter-Based Program providing temporary emergency crisis services to victims of
domestic violence and their children. Also provided resource connections for the victims and their children so they can
make appropriate transition into long-term, safe living environments.
Budget Summary
The FY 2021-22 Base Budget has no major changes and remains consistent with the FY 2020-21 Modified Budget.

(1) (1)
Total Revenues 690,049 752,000 748,000 748,000 (4,000) (0.5)
Detailed budget by expense category and by activity is presented for agency: Domestic Violence Program in the Appendix on page A114

12A - MHSA Housing Fund COMMUNITY SERVICES
12A - MHSA HOUSING FUND
12A - MHSA Housing Fund


Funds placed in the MHSA Housing Fund may be utilized Percent of County General Fund: N/A
only for the development of permanent supportive rental Total Employees: 0.00
housing units for individuals who are diagnosed with seri-
ous mental illness, as defined in WIC ß 5600.3(b), are eligi-
ble for MHSA services in their county of residence and are
homeless or at risk of being homeless.

TOTAL UNITS FINANCED 706 multi-family units 365 multi-family units Housing & Community Development is on
What: The number of units financed annually. financed. financed. target to meet this goal.
Why: Increasing affordable housing units helps bridge
the gap in housing costs for certain incomes.

■ Committed $6.5 million in County's No Place Like Home (NPLH) Non-Competitive Allocation funding to three projects
and supported seven NPLH Competitive funding applications under the Round 3 Notice of Funding Availability (NOFA)
for $32.2 million in funding for 143 NPLH-assisted units.
■ Committed $1.1 million in Mental Health Services Act (MHSA) funds to fulfill capital match requirement for a 60-unit
Homekey project, Tahiti Motel, located in the City of Stanton.
■ $10 million in MHSA funding was included in the OCCR Supportive Housing NOFA for the development of supportive
housing.
■ $20.5 million in MHSA funding approved for allocation to OCCR for matching funds for the Orange County Housing
Finance Trust.

COMMUNITY SERVICES 12A - MHSA Housing Fund
Budget Summary
The FY 2021-22 Base Budget is $353 thousand higher than the FY 2020-21 Modified Budget due to increase in professional
services expenditures.

(1) (1)
Total Revenues 35,358,264 19,552 301,293 114,900 95,348 487.7
Total Expenditures/Encumbrances 4,526,141 5,850,267 42,804 6,204,104 353,837 6.0
Detailed budget by expense category and by activity is presented for agency: MHSA Housing Fund in the Appendix on page A117

146 - Workforce Investment Act COMMUNITY SERVICES
146 - WORKFORCE INVESTMENT ACT
146 - Workforce Investment Act


Provide services through workforce development systems Percent of County General Fund: N/A
that increase the employment, retention, and earnings of Total Employees: 0.00
participants, as well as reduce welfare dependency. Work-
force Innovation and Opportunity Act (WIOA), seeks to
improve career options for our nation's workers and job-
seekers through an integrated, job-driven public workforce
system that links diverse talent to businesses.
Strategic Goals:
■ Match Orange County workforce skills and abilities with employer workforce needs

NUMBER OF OUTREACH CALLS MADE TO ORANGE COUNTY Conducted 161 outreach Reach out to 10 Currently exceeding the target.
BUSINESSES (COMMUNITY INVESTMENT) calls to local businesses. Businesses on a monthly
What: Number of outreach calls to businesses to provide basis/120 yearly total.
information on Business Solution resources.
Why: Measures ability to connect businesses with jobseekers.
INCREASE TOTAL REGISTERED YOUTH CUSTOMERS Added 2 new service Further expand service Currently meeting the target.
ENTERING EMPLOYMENT OR EDUCATION (COMMUNITY delivery locations at the delivery locations for
INVESTMENT) Orangewood Children's youth and target
What: Total registered youth customers entering employment or Foundation and Manchester population participation.
education after program participation in the 2nd and 4th quarter Office Building to increase
after program exit. participation for foster youth
Why: It measures the success of services delivered to the and justice involved
youth. individuals.
NUMBER OF WORKSHOPS AVAILABLE TO JOB SEEKERS Completed 135 workshops 150 workshops. Currently exceeding the target.
(COMMUNITY INVESTMENT) to Orange County job
seekers.
What: Number of workshops available to job seekers annually.
Why: It measures the demand for services.
COMMUNITY OUTREACH AND WORKFORCE PROGRAM Provided community Provide community Currently exceeding target.
SERVICE DELIVERY WITH THE OC ONE-STOP MOBILE UNIT. outreach and workforce outreach and workforce
program services at three program services at five
What: Expand access to workforce programs and services different locations within the different locations within
available to jobseekers and businesses throughout Orange county. the county.
County utilizing the OC One-Stop Mobile Unit.
Why: It provides the community with an opportunity to connect
with programs and services logistically.

COMMUNITY SERVICES 146 - Workforce Investment Act

■ Hosted the Orange County Virtual Job Fair to 59 businesses with over 1,800 open positions representing industry clusters in
Business & Professional, Environmental, Manufacturing, Healthcare, Hospitality, Tourism, Retail, Education, Government,
Public Safety, Sales, Telecommunications, and Transportation. Over 700 job seekers participated in the Virtual Job Fair.
■ Purchased and deployed the OC One-Stop Mobile Unit designed to provide education and training to employees and employers
to reduce transmission and prepare the workforce for post-COVID-19 return to work. It also serves as a training room to edu-
cate the public on general health, safety, and workforce/career development. It will also be used to address workforce needs in
County areas where residents do not currently have easy access to employment opportunities and services.
■ Implemented the Earn & Learn Program. This program offers youth paid occupational skills training. The program offers
financial literacy, leadership development mentoring, and entrepreneurship skills. Nearly 50 Orange County youth have
enrolled in the program.
■ Implemented the Back2Business Initiative. This initiative provided businesses in Orange County free access to assist with rede-
sign support due to COVID-19 physical distancing requirements. Staff worked with a 2D and 3D software company to provide
businesses quick access in creating efficient layouts and maximize space utilization to get their business re-opened and
employees back to work safely and responsibly. The platform provides options for outdoor seating configuration. Over 100
Orange County businesses utilized this software to safely reopen.
■ Partnered with Tesla on a hiring initiative to recruit Orange County residents for Tesla employment opportunities. Through
this initiative, job seekers have access to career opportunities, and services offered through the Orange County One-Stop Cen-
ter. Current employment opportunities include Installer, Licensed Electrician, Roofer, and Service Technicians.
Budget Summary
Operational Efficiency: WIOA ensures that employment and training services provided by the core programs are coordinated
and complementary so that job seekers acquire skills and credentials that meet employers' needs.
Local Government Funding/Cost Recovery: WIOA ensures that Federal investments in employment and training programs are
evidence-based and data-driven, and accountable to participants and tax-payers.
Local Control: WIOA makes state and local boards more agile and well-positioned to meet local and regional employers' work-
force needs.
The FY 2021-22 Base Budget represents a $398 thousand decrease from the FY 2020-21 Modified Budget due to less Federal
Workforce Innovation and Opportunity Act revenues projected.

Beginning Fund Balance - Unassigned (194,070) (188,948) (188,948) 0 188,948 (100.0)
Total Revenues 9,894,791 14,324,060 13,429,095 13,736,659 (587,401) (4.1)
Inc/(Dec) to Obligated Fund Balances 0 0 527,817 0 0 0.0
Ending Fund Balance - Unassigned (188,948) 0 0 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: Workforce Investment Act in the Appendix on page A149

15F - Orange County Housing Authority (OCHA) COMMUNITY SERVICES
15F - ORANGE COUNTY HOUSING AUTHORITY (OCHA)
15F - Orange County Housing Authority (OCHA)


To provide safe, decent, and sanitary housing conditions for Percent of County General Fund: N/A
very low-income families and to manage resources effi- Total Employees: 114.00
ciently.
Strategic Goals:
■ Develop and expand the availability of quality affordable housing opportunities for low-income and special needs clients

NUMBER OF FAMILIES ASSISTED - FAMILY UNIFICATION PROGRAM Assisted an average of 286 Assist 325 families. OCHA expects to achieve
What: Reunites families whose children have been or are in danger of families in the Family this target by September
being separated from their parent(s) and Youth 18 to 24 years old who left Unification Program. 30, 2021.
foster care or will leave foster care within 90 days.
Why: Reunites children who have been removed from their families/
parent(s) or those who are in danger.
NUMBER OF FAMILIES GRADUATED - FAMILY SELF SUFFICIENCY (FSS) 13 families graduated. 7 families graduated. OCHA expects to achieve
What: The number of families that graduate from the Family Self this target.
Sufficiency Program.
Why: Counts the number of families that complete their five-year contract
to achieve self-sufficiency.
NUMBER OF HOUSEHOLDS ASSISTED IN CONTINUUM OF CARE/ 571 households assisted. Up to 560 households OCHA expects to achieve
SHELTER PLUS CARE HOUSING ASSISTANCE PROGRAM assisted. this target.
What: The number of formerly homeless households with disabilities
receiving rental assistance in Continuum of Care/Shelter Plus Care.
Why: Counts the number of special needs clients receiving housing
assistance and prevents homelessness.
LEASE UP RATE - HOUSING CHOICE VOUCHER PROGRAM 94% lease-up, based on 95% lease-up of units OCHA may not meet this
What: Percentage of Housing Choice Vouchers or funding used monthly to 100% utilization of Housing or 99% utilization of target due to lack of
assist households in the Program. Assistance Payment funds. Housing Assistance affordable units and high
Why: Measures the utilization rate and successful use of these housing Payment funds. rents in Orange County.
resources.
AVERAGE/MEDIAN UNIT SUBSIDY OR COST PER UNIT $1,301 per unit. $1,370 per unit. OCHA may not meet this
What: Average Housing Assistance Payment (HAP) per unit. target due to increasing
Why: If cost/unit exceeds projected amount, budget may be insufficient to rents in Orange County.
assist the max # of households.

■ Applied for and received 124 Mainstream vouchers to provide rental assistance to non-elderly disabled individuals expe-
riencing homelessness.

COMMUNITY SERVICES 15F - Orange County Housing Authority (OCHA)
■ Della Rosa - 25 Project-Based Housing Choice Vouchers (PBV) new construction completed and fully leased. This project
provides rental assistance to households experiencing homelessness.
■ Placentia Veterans Village - 49 Veterans Affairs Supportive Housing (VASH) PBV new construction completed and fully
leased. This project provides rental assistance to homeless veterans.
Ten Year Staffing Trend: tions were deleted per CEO recommendation.
■ In FY 2019-20, 1 Housing Specialist III was added to
115 114 114 114 support the 132 additional VASH vouchers that were
114 113 113 113 113 113 awarded by the Department of Housing and Urban
113
112
Development (HUD).
111 110 ■ In FY 2018-19, 2 Housing Specialist II positions that
110 109 were deleted due to the Vacant Position Policy were
109
restored to fulfill on going operational needs for the
108
107
waiting list and Housing Choice Voucher program.
106 ■ In FY 2014-15, 1 Planner III position was transferred to
Fund 15G following a realignment of duties.
■ In FY 2012-13, 2 positions were added to help adminis-
Ten Year Staffing Trend Highlights: ter the 268 Special Admission Section 8 Tenant Protec-
■ In FY 2020-21, 5 positions were restored as a Mid-Year tion Vouchers for residents of Bethel Towers in Costa
Budget Adjustment to fulfill on going operational needs Mesa. Another 2 positions were transferred from Fund
for the Housing Choice Voucher program. 15G to address reductions as the result of the elimina-
tion of Redevelopment as well as to meet continuing
needs for the OC Housing Authority.
Budget Summary
The FY 2021-22 Base Budget is approximately $15.5 million higher than the FY 2020-21 Modified Budget due to increase in
expenditures in professional services contracts and public housing assistance payments.

(1) (1)
Total Positions 109 114 114 114 0 0.0
Total Revenues 199,588,999 233,354,883 216,551,029 242,425,769 9,070,886 3.9
Detailed budget by expense category and by activity is presented for agency: Orange County Housing Authority (OCHA) in the Appendix on page A162

15G - OC Housing COMMUNITY SERVICES
15G - OC HOUSING
15G - OC Housing


OC Housing & Community Development focuses on increas- Percent of County General Fund: N/A
ing and preserving affordable housing and community Total Employees: 13.00
development opportunities, especially for those most in
need and connecting people with those resources to meet
their housing and community development needs.
Strategic Goals:
■ Linking customers to services, optimizing and leveraging resources and facilitating the provision of housing and commu-
nity development

TOTAL UNITS FINANCED 706 multi-family units 365 multi-family units Housing & Community Development is on target
What: The number of units financed annually. financed. financed. to meet this goal.
Why: Increasing affordable housing units helps
bridge the gap in housing costs for certain
incomes.

■ Completed 365 units of Affordable Rental Housing.
■ Awarded $20.6 million under State Housing and Community Development's Homekey Program and financed and devel-
oped two projects totaling 132 units of interim housing that will be converted into permanent supportive housing in five
years.
■ Continued to provide administrative support to the Orange County Housing Finance Trust.
■ Completed more than 23 Community Development activities contributing to enhanced access and services for low-
income households, seniors, youth, and those experiencing homelessness throughout Orange County.

COMMUNITY SERVICES 15G - OC Housing

19
20 Plan for Support of the County's
18
16
13 13 13
14
11 11 11 11 11
12 10 OC Community Resources/Housing & Community Develop-
10
8
ment continues to explore and commit all eligible funding to
6 increase affordable housing and supportive housing in
4 Orange County. OC Community Resources/Housing & Com-
2
0
munity Development has allocated Federal HOME, local
Housing Successor Agency, CEO Single Family Housing
Fund 15B, Real Estate Development Program Fund 135 and
Mental Health Services Act monies to the development of
Ten Year Staffing Trend Highlights: affordable housing and will continue to review opportunities
■ During FY 19-20, 1 Secretary II was transferred from
for future affordable housing development.
Homeless Services and 1 Staff Specialist was transferred
to Budget Control 012 to align the existing position sup-
porting OC Housing into the correct Budget Control.
Base Budget:
■ In FY 18-19, 1 position was transferred to OCCR Budget
Control 012 to support increased activities and 3 posi-
The FY 2021-22 Base Budget is approximately $27.1 million
tions were added to assist supportive housing and addi-
lower than the FY 2020-21 Modified Budget due to decrease
tional affordable housing development.
in professional services contracts, special departmental
■ During the FY 2014-15 budget process, 1 position was projects and contribution to Non-County Governmental
transferred from OC Housing Authority Fund 15F fol- Agencies contracts.
lowing a realignment of duties.
■ During FY 2012-13, 2 positions were transferred to OC
Housing Authority Fund 15F, 1 position to OCCR Bud-
get Control 012 and 6 positions to OC Parks Fund 405 to
address additional needs as the result of the elimination
of Redevelopment Programs.
Total Revenues 5,430,460 43,734,848 38,584,470 16,363,273 (27,371,575) (62.6)
Inc/(Dec) to Obligated Fund Balances (418,981) (976,642) 235,450 (1,212,091) (235,449) 24.1
Ending Fund Balance - Unassigned 0 2 0 0 (2) 0.0
Detailed budget by expense category and by activity is presented for agency: OC Housing in the Appendix on page A163

15H - CalHome Program Reuse Fund COMMUNITY SERVICES
15H - CALHOME PROGRAM REUSE FUND
15H - CalHome Program Reuse Fund


To separate and track repayments of CalHOME loans, which Percent of County General Fund: N/A
are reused and loaned to qualified homebuyers for Cal- Total Employees: 0.00
HOME funded first time home buyer and housing rehabilita-
tion projects. The CalHOME program provides grants and
loans to qualified buyers and homeowners for home pur-
chases and housing rehabilitation projects which then
enhance the livability of the County's unincorporated and
participating neighborhoods, and increase and preserve
affordable housing opportunities.

■ Approved and funded two first-time homebuyer loans utilizing CalHOME reuse funds
Budget Summary
The FY 2021-22 Base Budget includes no major changes and remains consistent with the FY 2020-21 Modified Budget.

Total Revenues 41,829 10,781 5,685 1,984 (8,797) (81.6)
Total Expenditures/Encumbrances 308 1,160,525 677 1,156,736 (3,789) (0.3)
Detailed budget by expense category and by activity is presented for agency: CalHome Program Reuse Fund in the Appendix on page A164

COMMUNITY SERVICES 15K - Limestone Regional Park Mitigation Endowment
15K - LIMESTONE REGIONAL PARK MITIGATION ENDOWMENT
15K - Limestone Regional Park Mitigation Endowment


In November 2014, the Board of Supervisors authorized Percent of County General Fund: N/A
establishment of Fund 15K, funded by a $200 thousand Total Employees: 0.00
endowment from the Transportation Corridor Agencies
(TCA). The interest earned from this fund is to be spent to
maintain a wetlands mitigation area that was installed by
TCA in Limestone Nature Preserve.
Budget Summary
Total Revenues 6,947 6,865 3,400 6,800 (65) (0.9)
Total Expenditures/Encumbrances 210 6,865 204 6,800 (65) (0.9)
Detailed budget by expense category and by activity is presented for agency: Limestone Regional Park Mitigation Endowment in the Appendix on page A167

15U - Strategic Priority Affordable Housing COMMUNITY SERVICES
15U - STRATEGIC PRIORITY AFFORDABLE HOUSING
15U - Strategic Priority Affordable Housing


The Strategic Priority Affordable Housing Fund supports the Percent of County General Fund: N/A
development of affordable housing and housing activities for Total Employees: 0.00
low-income persons and support for homeless activities
through the expenditure of excess proceeds from the sale of a
portfolio of single-family mortgages in Orange County.
Budget Summary
The FY 2021-22 Base Budget includes no major changes and remains consistent with the FY 2020-21 Modified Budget.

(1) (1)
Total Revenues 243,375 38,417 51,275 57,450 19,033 49.5
Detailed budget by expense category and by activity is presented for agency: Strategic Priority Affordable Housing in the Appendix on page A171

COMMUNITY SERVICES 16D - OC Animal Shelter Construction Fund
16D - OC ANIMAL SHELTER CONSTRUCTION FUND
16D - OC Animal Shelter Construction Fund


The OC Animal Shelter Construction Fund was established Percent of County General Fund: N/A
in FY 2015-16 to track revenues and costs associated with Total Employees: 0.00
the design and construction of the new animal shelter.
Strategic Goals:
■ To track the construction cost payments made through FY 2025-26 by the Cities contracting for animal care services with
the County of Orange.

■ In FY 2019-20, the Cities paid all scheduled payments
Budget Summary
Total Revenues 15,321,456 4,767,156 4,562,152 2,555,420 (2,211,736) (46.4)
Inc/(Dec) to Obligated Fund Balances (6,488) 0 0 (209,073) (209,073) 0.0
Detailed budget by expense category and by activity is presented for agency: OC Animal Shelter Construction Fund in the Appendix on page A173

405 - OC Parks CSA26 COMMUNITY SERVICES
405 - OC PARKS CSA26
405 - OC Parks CSA26

Provides for the operation and maintenance of the County's Total Recommended FY 2021-2022: 166,704,101
regional system of recreational facilities in order to provide Percent of County General Fund: N/A
clean, safe and enjoyable recreational opportunities to the Total Employees: 334.00
public. OC Parks encompasses regional, wilderness, historic
facilities, as well as coastal areas throughout the County of
Orange in California. Featuring 60,000 acres of parkland,
open space and shoreline, Orange County's award-winning
parks and programs are enjoyed by millions of residents and
visitors each year. The park system includes 15 regional
parks, five wilderness parks, seven historic parks, 11
beaches, four nature preserves, eight nature centers and 230
miles of regional trails and bikeways. Included within the
County's system of regional recreational facilities are native
habitat land, California and National Landmarks, the
County's archeological and paleontological collections, as
well as the Orange County Zoo.
OC Parks' mission is to, "preserve and enhance OC Parks'
natural and cultural resources for recreation, education and
exploration."
Strategic Goals:
■ Understand our park visitors' needs
■ Promote OC Parks
■ Protect our parks in perpetuity, together
■ Serve as stewards of OC Parks' assets
■ Practice sustainable financial management
■ Ensure responsible park development and expansion
■ Implement thriving, resilient ecosystems for emergency management
■ Cultivate an effective, dynamic workforce

COMMUNITY SERVICES 405 - OC Parks CSA26

PARK VISITORS. 13,928,510 visitors. 14,624,936 visitors. Below target (-5%).
What: The number of park system visitors.
Why: Park attendance indicates public usage and how the
public values park facilities.
PROGRAM PARTICIPANTS. 224,767 participants. 236,005 participants. Below target (-5%).
What: The number of visitors participating in programs
offered by OC Parks and its agents.
Why: Program participation reflects public usage and
community involvement with OC Parks activities.
OPERATING RESERVE. 26% of Operating Expense 28% of Operating Fund 405's operating reserve is in
What: The total reserve as percentage of Fund 405's held in Operating Reserve. Expense to be held in excess of the original 20% target.
actual salaries and benefits and services and supplies. Operating Reserve.
Why: Provides sufficient cash flow to ensure continuous
operation of OC Parks facilities and services.

■ Aliso and Wood Canyons Maintenance Office Sewer & Water Connections completed.
■ Caspers Wilderness Park Nature Center Paint and Repair completed.
■ Caspers Wilderness Park San Juan Creek Arizona Crossing Repairs completed.
■ Caspers Wilderness Park Maintenance Office & Nature Center-Office Buildings Roof Replacement completed.
■ Caspers Wilderness Park Restroom #4, Picnic Shelters C & D Roof Replacement completed.
■ Clark Regional Park Asphalt Concrete Overlay and Slurry Seal completed.
■ Clark Regional Park Ballfield Parking Lot Slurry Seal completed.
■ Irvine Regional Park Ranger Station, Restrooms #5 & 12 Roof Replacement completed.
■ Mile Square Regional Park Nature Center & Maintenance Garage - Roof Replacement completed.
■ Salt Creek Beach Restroom #4, Picnic Shelters - Roof Replacement completed.
■ Santiago Oaks Guest House & Restroom Roof Replacement completed.

■ In FY 2021-22, to reduce the budget shortfall due to the
400 deleted.
346 350 346
327 334
350 308
300 265 271 271 282 ■ During the FY 2020-21 budget process, 4 vacant posi-
250 tions were deleted per CEO recommendation.
200
150
added to address the growing operational needs at OC
100
50
Parks.
0 In FY 2018-19, 1 position was transferred from Budget
Control 012 through the Quarterly Budget process.

405 - OC Parks CSA26 COMMUNITY SERVICES
■ During the FY 2018-19 budget process, 18 positions ■ During the FY 2016-17 budget process, 26 positions
were added to manage the County's archaeo-paleo col- were added and 35 Extra Help positions were deleted in
lections, meet the demands of park visitors, and protect compliance with OC Human Resources Services' direc-
OC Parks' tree inventory. tion.
In FY 2017-18, 1 position was transferred from CEO ■ During the FY 2014-15 budget process, 4 positions were
Budget Control 017 as a result of a minor reorganization transferred to support the CEO Real Estate centraliza-
within CEO Real Estate. tion; 1 position was transferred to OCCR, Budget Con-
trol 012, as part of the department's minor
reorganization, 16 positions were transferred from
transferred from County Tidelands - Newport Bay, Fund
OCCR, Budget Control 012 to consolidate capital
106 and 7 positions from OC Dana Point Harbor, Fund
improvement and facility maintenance under the
108, to centralize staff in OC Parks to maximize effec-
administrative oversight of OC Parks.
tiveness and efficiencies.
■ In FY 2012-13, 6 positions were transferred from OC
In FY 2016-17, 4 positions were transferred from OC
Housing, Fund 15G, to address operational needs.
Dana Point Harbor, Fund 108, due to a reorganization.

Budget Summary
Base Budget:
Plan for Support of the County's OC Parks is requesting a slight increase to its operating bud-
Strategic Priorities: get for FY 2021-22. The most significant change for this bud-
get year is the request to add 12 FTE positions. These
OC Parks' Strategic Plan contains a framework of strategic
positions, which include 10 operations and 2 administrative
goals as articulated by stakeholders, support organizations
positions, function as critical frontline roles that support or
and others through a comprehensive planning process. The
directly provide public services directly to the public, resto-
strategic goals support the County's core business and cul-
ration of these positions is needed to maintain the level of
ture strategies, and provide a means to maintain alignment
service delivered. The FY 2021-22 interest income revenue
with the County's Strategic Priorities.
for OC Parks has declined from FY 2020-21 due to a lower
Net Yield Rate and decrease in Parks and Recreation fees.

PB Req.
Add Twelve Positions, Appropriations OC Parks requests the addition of 12 FTE Ensure adequate staffing to effectively manage overall 20449
and Revenue to Provide Park and positions to maintain current staffing levels at OC Parks operations.
Maintenance Services :$ 880,816 parks facilities for services delivered to the
public.

COMMUNITY SERVICES 405 - OC Parks CSA26

(1) (1)
Total Positions 346 334 334 334 0 0.0
Total Revenues 119,031,079 128,312,825 122,936,485 125,299,940 (3,012,885) (2.3)
Prior Year Encumbrance Cancellations 3,507,750 0 706,813 0 0 0.0
Inc/(Dec) to Obligated Fund Balances 5,139,536 (38,258,576) 36,036 (41,404,161) (3,145,585) 8.2
Detailed budget by expense category and by activity is presented for agency: OC Parks CSA26 in the Appendix on page A227

■ OC Parks Fund 405 is expected to provide increasing contributions to Fund 106 and Fund 108 since complete drawdown
of Fund 106 reserve is forecasted by FY 2022-23 and Fund 108 reserve by FY 2028-29.
■ OC Parks Fund 405 expects to receive sufficient revenues in FY 2020-21 to fund park staff, maintenance and improvement
contracts, and other expenses required to operate all OC Parks' facilities for public use.
■ OC Parks will use its fund balance to provide funding for Fund 406 for capital project requirements.
■ OC Parks continues to maintain reserves for the operation of facilities and services in situations of unforeseen economic
changes or disasters that may adversely affect OC Parks' cash flow.

406 - OC Parks Capital COMMUNITY SERVICES
406 - OC PARKS CAPITAL
406 - OC Parks Capital


Provides the primary funding source for implementation of Percent of County General Fund: N/A
the capital improvement program necessary to maintain and Total Employees: 0.00
protect the substantial inventory of hard and soft infrastruc-
ture within the 60,000 acre park system for the benefit and
enjoyment of the public. OC Parks' mission is to, "preserve
and enhance OC Parks' natural and cultural resources for
recreation, education and exploration."

■ Aliso and Woods Visitor Center Interior Exhibits construction completed.
■ Craig Regional Park Sports Complex Roof - Repair/Replace Lattice Breezeway Roof Structure construction completed.
■ Irvine Regional Park Drainage Improvements construction completed.
■ Mason Regional Park Playgrounds 1,2,3 - Shade Structures construction completed.
■ OC Zoo Modular Staff Facility construction completed.
■ Old County Courthouse Replace HVAC and Exhaust Systems Phase II construction completed.
■ Yorba Regional Park Maintenance Building Renovation construction completed.
■ Began construction for OC Zoo New Large Mammal Exhibit.
■ Began construction for Tri-City Regional Park New Accessible Fishing Dock.
■ Began construction for Modjeska Boxcar Bridge Improvements and Bank Protection.
■ Began construction for O'Neill Amphitheater.
■ Began construction for Tri-City Regional Park Exercise Course Replacement.
■ Began construction for Irvine Ranch Historic Park Roof/HVAC Replacement.
■ Began construction for Tri-City Regional Park Restrooms #1 and #2 Replacement.
■ Began construction for Yorba Regional Park Restroom #2, 3, 4, 6 Replacement.

COMMUNITY SERVICES 406 - OC Parks Capital
Budget Summary
OC Parks Capital Project Fund continues to maintain a lengthy list of projects. FY 2021-22's Budget includes new projects such
as the golf course to park conversion and expansion at Mile Square Park, as well as various restroom and picnic shelter replace-
ments throughout the park system.

Total Revenues 12,004,473 37,356,000 10,319,226 35,623,433 (1,732,567) (4.6)
Prior Year Encumbrance Cancellations 1,772,843 0 8,032,257 0 0 0.0
Inc/(Dec) to Obligated Fund Balances (5,298,325) 0 8,872,257 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: OC Parks Capital in the Appendix on page A228

459 - N. Tustin Landscape & Lighting Assessment District COMMUNITY SERVICES
459 - N. TUSTIN LANDSCAPE & LIGHTING ASSESSMENT DISTRICT
459 - N. Tustin Landscape & Lighting Assessment District


Provide for the acquisition, development, and maintenance Percent of County General Fund: N/A
of local public parks, equestrian and walking trails, and Total Employees: 0.00
road-related landscape maintenance in the unincorporated
North Tustin area.

■ Design work for Crawford Canyon Park has been completed and the project is expected to begin construction in FY 2021-
22
Budget Summary
The FY 2021-22 Base Budget is approximately $593 thousand higher than the FY 2020-21 Modified Budget due to an increase
in budgeted costs for professional services and the Crawford Canyon Park project.

Total Revenues 772,643 1,660,051 1,297,189 1,034,507 (625,544) (37.7)
Inc/(Dec) to Obligated Fund Balances (309,825) (2,100,449) (534,687) (3,318,268) (1,217,819) 58.0
Detailed budget by expense category and by activity is presented for agency: N. Tustin Landscape & Lighting Assessment District in the Appendix on page A231

COMMUNITY SERVICES 477 - County Service Area #22 - East Yorba Linda
477 - COUNTY SERVICE AREA #22 - EAST YORBA LINDA
477 - County Service Area #22 - East Yorba Linda


Provides for park landscape and other maintenance services Percent of County General Fund: N/A
for Woodgate Community Park in an unincorporated area Total Employees: 0.00
adjacent to the City of Yorba Linda.

■ Maintained safe and enjoyable recreation facilities, including tennis court, basketball court, and park grounds for public
use at Woodgate Community Park.
Budget Summary
The FY 2021-22 Base Budget is lower than the FY 2020-21 Modified Budget due to decrease in budgeted costs for professional
services and utility rates. The decrease in revenue is due to the deferment of special assessments to aid property owners that
may be going through a period of financial uncertainty caused by the COVID-19 pandemic.

Total Revenues 129,764 151,447 144,374 78,671 (72,776) (48.0)
Inc/(Dec) to Obligated Fund Balances (10,064) 0 3,342 (47,046) (47,046) 0.0
Detailed budget by expense category and by activity is presented for agency: County Service Area #22 - East Yorba Linda in the Appendix on page A233

027 - Department of Child Support Services COMMUNITY SERVICES
027 - DEPARTMENT OF CHILD SUPPORT SERVICES

http://www.ocgov.com/gov/css/
027 - Department of Child Support Services


To facilitate the financial support of children by engaging Percent of County General Fund: 1.39%
parents and providing professional child support services. Total Employees: 395.00
Strategic Goals:
The following six goals have been established to align with the State Department of Child Support Services' performance
expectations:
■ Maintain Distributed Net Collections at $187 million
■ Maintain percent of Collection on Current Support at 69.2%
■ Maintain percent of Cases with Arrears Distributed at 69.1%
■ Decrease the percent of cases paying 0% of Current Support to 15%
■ Maintain the targeted amount of Distributed Arrears at $55 million
■ Increase never-assisted Case Openings to 3,600

DISTRIBUTED NET COLLECTIONS Net Collections of $199 Maintain Distributed Implemented several strategies to increase contact
What: Total amount of financial support provided million were distributed in Net Collections of $187 with customers. Strategies include educating parents
to children as a result of services provided by FFY 2020. million. on payment options, concentrated locate efforts,
CSS staff. employing early intervention strategies and
Why: Reliable child support payments assist increasing parents' participation in the child support
families in achieving financial self-sufficiency. order establishment process.
COLLECTIONS ON CURRENT SUPPORT CSS collected 68.2% of the Maintain collections on Provided opportunities for parents to engage early in
What: Measures the amount of current child total current support owed current support at an the child support order establishment process and
support collected as a percentage of the total in FFY 2020. overall percentage of connected parents with other County partners and
amount due. 69.2%. resources to reduce payment barriers, focused on
Why: Current Support collections are essential setting appropriate orders using actual income and
to the well-being of children and family self- ensured proper and timely modifications.
sufficiency.
COLLECTIONS ON ARREARS - PERCENT CSS collected on 77.3% of Maintain the Continued outreach to customers with arrears
What: Measures the percentage of cases with cases with arrears owing in percentage of cases balances targeting arrears-only cases and educating
arrearage collections to total number of cases FFY 2020. with collections on customers on arrears payment plans, the impact of
with arrears. arrears at 69.1%. interest accruals and available payment options.
Why: Payments on arrears and current support
provide families with income to meet their basic
needs.

COMMUNITY SERVICES 027 - Department of Child Support Services

PERCENT OF CASES PAYING 0% OF CURRENT The percent of cases paying Maintain the percent of Closely monitored cases that pay zero child support.
SUPPORT DUE. 0% was reduced to 13.37% cases paying 0% of Used a targeted approach to improve current support
What: Measures the percent of cases paying 0% in FFY 2020. Current Support due to collections, such as engaging and educating
of current support due. 15% or less. customers on how to meet their current support
Why: Targeting the lowest-paying parents will obligations or modify their court ordered current
help bump them up to a higher-paying bracket. support according to their current circumstances.
COLLECTIONS ON ARREARS - AMOUNT. $71 million in arrears were Maintain the targeted Identified cases with no payment within the last 90
What: Payments made toward arrearages. collected in FFY 2020. amount of Distributed days and partnering with customers on a payment
Why: Payments on arrears and current support Arrears to $55 million. plan.
provide families with income to meet their basic
needs.
NEVER-ASSISTED CASE OPENINGS. 2,852 of never-assisted Increase the number of Established a multi-layered program awareness
What: Measures the number of cases opened by cases were opened in FFY never-assisted case approach using print, email, digital marketing and
parents who have never received public 2020. openings to 3,600. social media to encourage customers to refer a friend
assistance. or family member who may need child support
Why: New cases by never-assisted parents tend services to CSS.
to pay better than currently and formerly
assisted cases.

Performance achievements demonstrate how outcomes improve when the emphasis is placed on providing high quality cus-
tomer service to meet the needs of CSS families served. Federal Fiscal Year (FFY) 2020 performance results are reflective of
these efforts:
■ CSS served over 59,000 families and distributed an average of over $16 million per month in child support payment in
FFY 2020. Monthly distributions represent an increase of 8% over the prior year.
■ CSS promotes a professional, diverse and skilled workforce through extended learning opportunities; annual hours of
professional development per employee were 29 hours in 2020. Development and implementation of the new Training
Dashboard assisted the department in monitoring professional development goals. This year, CSS successfully delivered
the top 25 training topics from staff 's Individual Growth Plans. In addition, a new analytical learning track was added to
the department's training program to provide structured guidance, a common framework and resources to support
staff 's professional growth.
■ CSS Operations maintains a Resource Plan that captures an overview of resource availability and capacity by team/unit.
The plan identifies critical service levels for the core functions of the department and ensures the Department is prepared
for a variety of budget scenarios. The resource plan identifies resource placement, minimums and alignment with a focus
on performance, service levels and quality customer service. The plan is reviewed and updated on a monthly basis; cap-
turing critical tasks and responsibilities of each unit, the number of resources dedicated to them, and the current level of
service.
■ In partnership with the State Department of Child Support Services and the OC Superior Court, CSS implemented the
ability for customers to electronically file a variety of court documents through a multi-phased initiative, including map-
ping new business processes, marketing to customers, and training case management staff on the new options.
■ CSS Research Team partnered with operational managers to complete several in-depth analyses of business functions,
including order modification, collections and performance reporting, and license suspension. The team also prepared a
suite of information dashboards using SAS Visual analytics to assist department managers in monitoring trends in cus-
tomer demand/workload throughout the COVID-19 pandemic. These tools will also support data-driven decision-mak-
ing in the future.

■ CSS deployed a comprehensive employee engagement survey to all staff. The survey results provide an overall satisfaction
rating and advocacy source as well as independently rate several factors that contribute to overall employee satisfaction
including work environment, culture, professional development, leadership, and retention.
■ In response to the COVID-19 Pandemic, CSS initiated a telework program including coordinating secure remote access in
partnerships with OCIT, licenses, equipment, and teleworking guidelines. The program structure included unit plans to
ensure productivity, employee connectedness and quality assurance measures were in place with a strong emphasis on
maintaining service levels, customer satisfaction and performance.
■ CSS successfully executed the reopening of the customer lobby as of July 2020 in a phased approach that maintained
safety for staff and customers throughout the pandemic and mitigated risk, while introducing new levels of customer ser-
vice such as virtual and phone interviews. In partnership with OC Superior Court, CSS established the ability to conduct
court hearings remotely through a virtual conferencing platform. Together with OC Superior Court, CSS designed, tested
and implemented business processes to support communication to customers about how to attend their court hearing
remotely and prepare customers for their remote hearing experience. CSS expanded virtual child support services offered
through the implementation of virtual appointments, phone appointments and a new Self-Scheduler Tool for customers
to schedule appointments with CSS. These virtual child support services offer customers an opportunity to obtain critical
child support services from the safety and comfort of their own home. In addition, self-scheduled appointments provide
additional flexibility for the customer to select the date, time, and interview type that works best for their schedule.
■ CSS introduced a new option of settlement conferences for the customer. The settlement conference incorporates a new
business process allowing a CSS Attorney to meet with customers during their order establishment process as an alterna-
tive to going thru a virtual court hearing. The process is initiated following successful service of the Summons and Com-
plaint/Proposed Judgment and provides an opportunity for parents to come to an agreement (Stipulation) on the terms of
their child support order without a court hearing. This process expedites the establishment of orders and can be accom-
plished remotely improving our overall customer experience. The National Association of Counties has honored Orange
County Department of Child Support Services with the 2020 Achievement Award for their "Safe Access to Child Support
Services" initiative in the category of Human Services. The program provides safe access to customers that may have
experienced domestic violence in their lives and need resources so they may continue to seek financial and medical sup-
port for their children.
■ The California Child Support Directors Association (CSDA) has selected our Safe Access to Child Support Services pro-
gram as the recipient of its 2020 Innovation in the Child Support Program Award. This award is given to a child support
agency that has demonstrated outstanding examples of creative problem-solving by developing and implementing an
innovative project, service, or program which improves the delivery of child support services.
Child Support
Services
Case Management Customer Support Program Support Legal Services

Operations Operations Services Attorneys
Case Management Operations - This division is responsi- provide critical customer education, support and facilitation
ble for case management activities including the opening, of the establishment and order modification process.
establishment, modification, and enforcement of child sup-
port orders. Case Management Operations staff serve as pri-
mary case managers, customer service representatives and

COMMUNITY SERVICES 027 - Department of Child Support Services
Customer Support Operations - This division is the first Program Support Services - This division provides admin-
point of contact for customers in person and over the phone. istrative support for the Department. Support Services
Specifically, the division is responsible for answering general include financial and purchasing services, facilities manage-
case-related questions, interviewing customers, making col- ment, human resources, professional development, internal
lections, handling matters that go before the court as well as and external communications and information technology,
completing case reviews. Customer Support Operations staff which provides computer technical support, systems appli-
link customers to community resources, provide legal/court cations, and system security.
services and offer immediate resolution to customer inqui-
ries. Policy & Process Management and Research Teams are Legal Services Attorneys - This division provides legal
part of Customer Support Operations and provide services guidance and advice associated with child support. Legal
to other units throughout the Department. Services staff handle all matters that go before the court,
including obtaining court orders to establish paternity and
financial child support, modification of existing child sup-
port orders, and civil enforcement actions.

Ten Year Staffing Trend: CSS has experienced flat or reduced funding for the
eighteenth consecutive year. In order to operate within
700 626 606
the current level of funding, the workforce has been
576 571 570
600 528 510
downsized through attrition and the Department only
500
462
419
fills those positions deemed critical to meet business
395
400 needs and customer service goals. CSS continuously
300
analyzes its operational needs to ensure high quality
200
customer service is provided to meet the needs of CSS
100
families in the most cost effective manner possible.
0 ■ In FY 2020-21, to reduce the budget shortfall due to the
deleted and 1 vacant position was deleted in accordance
deleted per CEO recommendation.
■ In FY 2019-20, 24 vacant positions were deleted in
accordance with the County Vacant Position Policy.
In FY 2018-19, 24 vacant positions were deleted in
accordance with the County Vacant Position Policy.
■ In FY 2017-18, 17 long-term vacant positions were
deleted and 1 position was transferred to OCIT for oper-
ational needs.
■ In FY 2016-17, 40 long-term vacant positions were
deleted and 2 positions were transferred to HRS.
■ Between FY 2012-13 and FY 2015-16, a total of 56 long-
term vacant positions were deleted.

Budget Summary
CSS strives to continue to improve efficiency and responsiveness while maximizing the use of available funding from the State
and Federal governments. This supports the County's mission, "Making Orange County a safe, healthy, and fulfilling place to
live, work and play today and for generations to come, by providing outstanding, cost-effective regional public services". The
department ensures that it continues to align with best practices and County strategic objective including:
■ Promoting a Healthy Community
■ Building for the Future of Our Community
CSS cares about the success of the families it serves and routinely works to provide family-centered services that often extend
beyond the traditional child support services. To ensure continued success, the department focuses on staff development,
business efficiencies, collections and performance, and customer service.
CSS' federal and state allocations were reduced by $4.5 million for FY 2020-21. CSS expects the federal and state allocations to
remain flat for FY 2021-22. CSS' FY 2021-22 Budget includes $56.8 million in appropriations offset by $51 million from Fed-
eral (66%) and State (34%) funding. To balance the budget, a transfer of $6.3 million from Child Support Program Develop-
ment Fund, Fund 12C, is included to offset expenditures. CSS has no Net County Cost included in FY 2021-22 Budget.

Total Positions 419 395 395 395 0 0.0
Total Revenues 56,114,988 59,846,176 54,727,381 56,800,000 (3,046,176) (5.1)
Net County Cost (305) 0 0 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: Department of Child Support Services in the Appendix on page A39

■ CSS continues to meet and exceed all Federal performance expectations. The success of CSS plays a key role in assisting
families in achieving and maintaining self-sufficiency.
■ Through strategic planning, CSS continues to evaluate existing programs and processes and when possible implement
new technologies to achieve efficiencies, improve performance, and increase effectiveness of programs.

Case Management
No. Agency Name Operations Customer Support Operations Program Support Services Legal Services Attorneys Total
027 Department of Child Support 16,522,747 15,757,951 20,796,784 3,722,518 56,800,000
Services
12C Child Support Program 6,260,288 0 0 0 6,260,288
Development
Total 22,783,035 15,757,951 20,796,784 3,722,518 63,060,288

COMMUNITY SERVICES 12C - Child Support Program Development
12C - CHILD SUPPORT PROGRAM DEVELOPMENT
12C - Child Support Program Development


The Child Support Program Development Fund was estab-
lished in FY 2005-06 to comply with GASB 34 requirements
for fiduciary funds.
As required by Code of Federal Regulations Title 45, Subtitle Budget Control 027. The fund is used to meet critical needs
A, Section 74.22, all Federal funds advanced must be main- of CSS not covered by State and Federal funding.
tained in an interest bearing account and the interest earned
CSS also maintains a Building Reserve account in Fund 12C
must be reported as abatement on Administrative Expense
to reimburse the excess of non-claimable principal over the
Claims. Child Support Services (CSS) deposits monthly Fed-
claimable building depreciation expenses for the capital
eral and State advances into Fund 12C and records monthly
lease of 1015 and 1055 N. Main Street buildings.
revenue based on actual cash expenditures to General Fund
Budget Summary
The Budget includes a transfer of $6.3 million to Child Support Services, Budget Control 027, to balance the budget. Included
in $6.3 million is a $464 thousand transfer out of the Building Reserve account to reimburse the excess of non-claimable prin-
cipal over the claimable building depreciation expense. Interest earning is the Fund's primary revenue source, which is esti-
mated at $251 thousand.

Total Revenues 2,611,927 1,402,165 3,755,240 708,081 (694,084) (49.5)
Inc/(Dec) to Obligated Fund Balances (1,193,371) (6,392,284) 16,023 (5,552,207) 840,077 (13.1)
Detailed budget by expense category and by activity is presented for agency: Child Support Program Development in the Appendix on page A118

042 - Health Care Agency COMMUNITY SERVICES
042 - HEALTH CARE AGENCY

http://www.ocgov.com/gov/ceo/care/health_care_agency
042 - Health Care Agency

Total FY 2020-2021 Current Modified Budget: 1,169,199,865
Mission: Total FY 2020-2021 Projected Expend + Encumb: 1,186,155,673

In partnership with the community, deliver sustainable and Percent of County General Fund: 21.89%
responsive services that promote population health and Total Employees: 2,857.00
equity.
Strategic Goals:
■ Promote Quality, Equity, and Value
- Achieve health equity through targeted population health management strategies
- Enhance cross-Health Care Agency (HCA) coordination and strengthen partnerships with external partners and in the
community
- Create flexible, outcome-focused approaches to support community health priorities
- Reduce COVID-19 transmission and its impacts
■ Ensure HCA's Sustainability
- Implement process improvements that maximize current resources
- Invest in workforce development and retention
- Engage in proactive succession planning and talent recruitment
- Enhance private and public partnerships
■ Offer Relevant Services to the Community
- Increase consumer awareness and engagement about our services
- Expand and strengthen public and private partnerships and collaborate to advance common goals
- Enhance active community engagement and seek input on needed services
- Proactively identify community needs to drive HCA's work
- Use innovative funding strategies to effectively address health equity
- Leverage private resources to increase impact

COMMUNITY SERVICES 042 - Health Care Agency

RESTAURANTS AND MARKETS RECEIVING AN In February of 2020, 30% The Award of This data is reported annually. Because the
AWARD OF EXCELLENCE. (3,463 of 11,562) of Excellence program is pandemic and Health Orders severely limited
What: Inspect and investigate food service facilities restaurants and markets temporarily suspended restaurant operations, standard inspections
to reduce incidence of disease-causing violations. received an Award for due to COVID-19. were not carried out. Inspectors focused on
Why: Protect public health by ensuring food sold in Excellence for commendable assisting businesses in complying with Health
OC is safe and produced under sanitary conditions. 2019 inspection results. Orders and State issued Industry Guidance.
KINDERGARTEN CHILDREN UP-TO-DATE WITH 95.5% of children entering At least 98% of children In 2019, 95.5% of Orange County
VACCINATIONS. kindergarten were up-to- entering kindergarten kindergartners had up-to-date immunizations, a
What: Timely immunizations protect children from date for vaccinations. are up-to-date for 7.7% increase from the 10-year low at 88.7%
contracting and spreading preventable vaccinations. in 2013, and lower than 2018 at 95.7%. These
communicable diseases. percentages and trends are similar to those
Why: To prevent and reduce the occurrence and among kindergartners throughout California,
spread of preventable infectious diseases. with an immunization rate of 94.8% in 2018.
YOUTH WHO SMOKE. 2% of youth currently smoke Less than 2% of youth The 2017-19 California Healthy Kids Survey
What: To prevent and reduce the use of tobacco in (2017-19). will report currently indicates that 2% of Orange County 11th
Orange County. smoking. graders reported currently smoking. This is a
Why: Tobacco use imposes physical, emotional and 50% decrease from the 2015-17 report.
economic toll on individuals, families and
communities.
YOUTH WHO VAPE. 13% of youth currently vape 12% or fewer youth will The 2017-2019 California Healthy Kids Survey
What: To prevent and reduce the use of electronic (2017-19). report currently vaping. indicates that 13% of Orange County 11th
cigarettes or vapes in Orange County. graders reported current vaping. This is an
Why: Vaping can lead to tobacco use, imposing tolls 18% increase from the 2015-17 report.
on individuals, families and communities.
MEDICAL SAFETY NET (MSN) MEMBERS RE- 0.5% of MSN members re- Less than 5% of MSN Current data from CY 2020 reflects a re-
ENROLLED TO MSN IN SUBSEQUENT CALENDAR enrolled to MSN in a members re-enrolled to enrollment rate of 0.5%. Of re-enrolled clients,
YEAR. subsequent Calendar Year. MSN in a subsequent all remained in the program to ensure ongoing
What: Assist clients who have an ongoing urgent/ Calendar Year. care and reimbursement to medical providers
emergent medical need in re-enrollment to the for services rendered. MSN assists clients to
program to ensure continuity of care. transition to affordable medical care in the
Why: To protect life, prevent disability or exchange-marketplace.
deterioration of health, and minimize costly medical
care.
CRISIS RESPONSE FROM DISPATCH TO ARRIVAL 82% of adult and 90% of 75% of crisis response Adult crisis response continues to exceed
IN 30 MINUTES. child crisis responses, from from dispatch to arrival annual target. Crisis response for children
What: Provide mental health emergency response dispatch to arrival, in 30 in 30 minutes. exceeded the annual target during this period
services to people in crisis in a timely manner. minutes. and is an improvement over FY 2018-19 when
Why: Prompt response and care in mental health the rate was 47%. Multiple factors contributed
crisis may prevent harm to self or injury to others. to exceeding the target goal, including new
location with improved access.
PSYCHIATRIC HOSPITAL DAYS FOR ADULT FULL 64% decrease in psychiatric Decrease of 60% or Adult and children FSPs members were above
SERVICES PARTNERSHIP (FSP) MEMBERS. hospital days for adult FSP more in psychiatric the target goal. Adult FSP members at 64%
What: Provide services via a "whatever it takes" members. 73% decrease in hospital days for FSP remained level with the prior FY. Child FSP
model to maintain stability for FSP members in the psychiatric hospital days for members. members at 73% has improved from the prior
community, reducing number of days spent in a children FSP members. FY.
psychiatric hospital.
Why: Reducing hospital days reduces costs and
improves client stability.
REDUCTION OF THE HIV TRANSMISSION RATE. HIV transmission rate for HIV transmission rate of Orange County continues to see a gradual
What: Reduce the transmission of HIV. 2020 was 4.0 cases per 100 3.0 per 100 PLWH. decline in the HIV transmission rate. Since
Why: Reducing HIV transmission rate improves persons living with HIV 2011, the transmission rate has decreased
community health, reducing impact to the health (PLWH). 45.9%, from 7.4 to 4.0 in 2020.
care system.


SCREEN ALL YOUTH IN COUNTY CUSTODY FOR 100% compliance with 90% compliance with Screening for opioid use is in place for all adults
OPIOID USE DISORDER AND MEDICATION screening of youth with screening of youth with in County custody. Processes are being
ASSISTED-TREATMENT(MAT). opioid use. opioid use. implemented for enhanced referrals and linkage
What: Health care to youth, to prevent and treat to support services.
illness and injuries in Orange County facilities.
Why: To provide timely and appropriate health care
for youth in custodial facilities.
SCREEN ALL ADULTS IN COUNTY CUSTODY FOR 100% compliance with 90% compliance with Screening for opioid use is in place for all adults
OPIOID USE DISORDER AND MEDICATION screening of adults booked screening of adults in County custody. Processes are being
ASSISTED TREATMENT (MAT). into the Intake Release booked into the Intake implemented for enhanced referrals and linkage
What: Health care to inmates, to prevent and treat Center for opioid use. Release Center for to support services.
illness and injuries in Orange County facilities. opioid use.
Why: To provide timely and appropriate health care
for adults in custodial care.
PROVIDE 24/7 COVERAGE AS THE MEDICAL During 2020, five additional Maintain at least three As of March 2021, three EMS Division staff can
HEALTH OPERATIONAL AREA COORDINATOR staff were trained to provide staff trained to function fulfill the MHOAC role. This additional coverage
(MHOAC). MHOAC backup coverage for as MHOAC as backup has been critical during the emergency
What: To manage emergency activations the Emergency Medical for the Emergency activation for the COVID-19 pandemic, as it has
(earthquake, pandemic, etc.) affecting the public Service (EMS) Director. Two Medical Service (EMS) allowed for continuous responsiveness since
health and medical system. of these staff have since Director. February 2020 when the local health
Why: To coordinate medical/health resources within separated. emergency was declared.
the County and California Mutual Aid Region I.
INCARCERATION DAYS FOR FULL SERVICES 78% decrease in days Decrease of 60% or Adult and Children's FSPs exceeded the goal for
PARTNERSHIP (FSP) MEMBERS. incarcerated for adult FSP more in incarceration the prior FY.
What: Provide services via a "whatever it takes" members. 69% decrease in days or days detained in
model to maintain stability in the community for FSP days incarcerated for juvenile justice settings
members and reduce number of days incarcerated children FSP members. for FSP members.
or detained in juvenile justice settings.
Why: Reducing incarceration days is a cost savings
and improves client stability in the community.
SECURE CONTINUUM OF CARE (COC) FUNDS TO Provided funds to support Provide funds to support HUD streamlined various components of the FFY
SUPPORT HOMELESS SERVICES. services and operations of services and operations 2020 CoC Program renewal process due to the
What: Continuum of Care funding applied for from 24 CoC projects of 24 projects COVID-19 pandemic. This award represents a
the Department of Housing and Urban Development ($26,143,204). ($28,994,983). 10.9% increase in overall funding to the Orange
(HUD) to support homeless services throughout County CoC.
Orange County.
Why: Leveraging Continuum of Care funds expands
services to the community.
IMPLEMENT DATA SHARING PLATFORM FOR The County began system The Care Plus Program The County has completed integrating homeless
MULTI-DISCIPLINARY TEAMS ALLOWED UNDER development to allow for (CPP) will begin to cohort databases and is working on the
ASSEMBLY BILL-210. data sharing across county coordinate care for high corrections cohort of databases and has
What: AB-210 allows local jurisdictions (counties) to departments in April 2020 utilizers by expediting established a process for coordinating care
share data and coordinate care among service with project completion goal the identification of across County departments via Multi-
systems for purposes of care coordination. of June 2021. HCA launched needs and completing Disciplinary Team meetings to ensure
Why: Coordinating data for services provided to the pilot phase for the Care successful linkages to individuals are connected to services and
those experiencing homelessness will improve Plus Program (CPP) in services and resources. resources.
outcomes. December 2020.
CHANGE IN REVENUE, IN AGGREGATE, TO PRIOR 10% increase in revenue +2% or higher change As of FY 2020-21 Q2, there is a 73% increase in
FISCAL YEAR. received in FY 2019-20 in revenue, in revenue received, in aggregate, to prior fiscal
What: Maximize available financial resources to compared to FY 2018-19, in aggregate, to prior year Q2. This is primarily due to receipt of
provide Health Care services to OC residents. aggregate, due to MHSA and fiscal year. CARES Act funding to offset COVID-19 response
Why: To ensure that the Agency has the necessary 2011 Mental Health costs.
resources to provide core services to the community. Realignment use, as well as
Federal MediCal and CARES
Act receipts.


TIMELINESS OF HUMAN SERVICES CONTRACT Average length of time was Average length of time As of March 2021, the average length of time
SOLICITATION. 20 weeks for all Human will be 30 weeks or less for all Human Services Contracts solicitation
What: To develop, manage, and monitor contracts Services Contracts for all Human Services from request to recommendation was 20
for HCA to ensure standards for quality and solicitations from request to Contracts-solicitations weeks; meeting target. In addition, COVID-19
timeliness. recommendation. from request to response related contracts were established
Why: To support programs so they can effectively recommendation. under emergency contracting authority to
provide timely core services. support pandemic response.

■ Behavioral Health Services partnered with the community to open the first Be Well OC Behavioral Health Campus in Jan-
uary, 2021. The campus supports mental health and substance use disorder programs designed to address identified
community needs for urgent and emergent services. All services at the campus will be payor agnostic. The programs will
be opening in phases as required licensing, certification, and/or designation processes are completed. The programs
include: Adult Crisis Stabilization, Youth Crisis Stabilization, Adult Recovery Station (also known as a Sobering Center),
Adult Crisis Residential, Adult Clinically-Managed Withdrawal Management, Adult Residential Treatment and Adult Co-
Occurring Residential Treatment.
■ The OC Links Behavioral Health Line has expanded to be available 24/7 at 855 OC Links (625-4657) to provide informa-
tion, referral, and linkage across all levels of behavioral health services from prevention through crisis assessment and
response, via telephone and chat. OC Links Behavioral Health Line Clinician Navigators are now coordinating dispatch of
the Crisis Assessment Team (CAT) mobile mental health evaluators, as well as following the referral workflows developed
in conjunction with Mind OC for access to the Be Well Orange campus.
■ Correctional Health Services implemented an enhanced release process for adults leaving jail custody, in order to ensure a
smooth transition and continuation of services from jail to community. Individuals being released are provided with
education, referrals, a supply of prescribed medications, and other needed services to prevent any gaps in necessary
health services. Special education and referrals are conducted specifically related to decreasing the spread of COVID-19.
■ The Orange County Continuum of Care was awarded $26.1 million in Federal Continuum of Care Homeless Assistance
Funding to provide critical housing resources for existing homeless housing and services countywide for individuals and
families who are homeless. This represents a $2.1 million increase from the previous year.
■ The County of Orange completed the capital improvements needed at the Yale Street property for the opening of the Yale
Navigation Center. The Yale Navigation Center opened in January 2021 replacing the Courtyard Transitional center and
provides shelter and wraparound supportive services to 425 individuals experiencing homelessness in the Central Service
Planning Area.
■ The Office of Care Coordination launched the Care Plus Program (previously referred to as the System of Care Data Inte-
gration System) to facilitate collaborative care coordination for those most vulnerable across the county utilizing a tech-
nology solution that combines data from County source systems.
In response to the COVID-19 pandemic in Orange County:
■ Public Health Services has taken a data-driven approach that looks at COVID-19 testing, positivity, and deaths rates to
ensure that all communities in Orange County are able to attain the best health outcomes including access to testing, out-
reach, education, financial, housing, food resources and healthcare referral assistance. Approximately one million
COVID-19 tests were available to those that live or work in Orange County through our intra-agency, county, and commu-
nity collaboration, and provided support services to more than 47,000 individuals between July and December 2020.
■ Public Health Services built a robust COVID case investigation and contact tracing program to address the COVID-19
pandemic. PHS trained more than 600 PHS employees to support the work and further expanded capacity through a con-
tracted provider, which at the height of the pandemic employed more than 400 investigators and contact tracers.

■ The Emergency Medical Services Division coordinated resources needed by the health/medical system to manage acute
patient surges and impacts by distributing over 23 million units of personal protective equipment (PPE), medical supplies
and ventilators.
■ The Emergency Medical Services Division deployed massive mobile field hospitals (MFH) at five hospitals to expand
capacity for COVID-19 patient surge. Subsequently, some of those were converted to vaccination sites for the community.
■ Behavioral Health Services implemented telehealth and telephonic services to continue providing services to clients.
Additionally, behavioral health services were expanded/modified to best meet client needs during the pandemic, includ-
ing expanded hours for community counseling and services and supports, OC Links and OC Warmline, as well as increas-
ing take home prescriptions. A Mental Health Support page was developed and is available on the County website to
provide a wide variety of resources to help individuals and families in addressing the emotional impacts of COVID-19.
This page specifically targets vulnerable populations such as first responders, children and youth, and older adults. Pub-
lic Service Announcements and resource guides were developed and curated to assist clients in managing the pandemic
in multiple languages.
■ The Office of Care Coordination launched the Emergency Rental Assistance Program providing approximately $61 million
in direct financial assistance to households experiencing financial hardships due to COVID-19 by paying rental arrears
and past due utility bills.
■ Through Project Roomkey, the County has continued to provide non-congregate shelter for individuals experiencing
homelessness who were COVID-19 positive or symptomatic for COVID-19. From July 2020 to February 2021, Project
Roomkey served 3,413 individuals experiencing homelessness and provided approximately 112,800 bed nights.
■ Through Project Toolbelt, the County has facilitated the connection of 548 individuals participating in Project Roomkey
to appropriate housing opportunities by using every housing tool in the toolbelt approach. This includes room for rent,
board and cares, room and boards, sober living, permanent supportive housing and more.
■ The County of Orange received approximately $23 million in Homekey Program funding from the State to continue build-
ing out a response to serve people experiencing homelessness or at risk of homelessness and whom are also at risk of seri-
ous illness from COVID-19. Through the Homekey Program, the County of Orange was able to purchase two hotel/motel
sites, Stanton Inn & Suites (Stanton) and Tahiti Motel (Tahiti). There programs will operate as interim housing and will
provide a total 132 units of non-congregate shelter for individuals who are who are high-risk for severe COVID-19 illness.
■ Environmental Health partnered with the Board of Supervisors and Orange County Business Council to implement the
Safe Dine OC grant, which provided up to $5,000 to 2,135 restaurants to make modifications to their facility for COVID
compliance per the State's guidance. This partnership included communicating the grant information to restaurants,
conducting onsite visits, and verifying health permit status.
■ The Orange County Public Health Laboratory (OCPHL) has reported more than 80,000 SARS-CoV-2 tests since the first
test was reported in February 2020 through February, 2021. This equates to a 57% increase in overall testing volume. In
order to meet demand and deal with ongoing supply shortages, OCPHL implemented several methods to detect SARS-
CoV-2 which required purchasing new equipment, bringing on additional temporary staff and validating 4 new tests.
COVID testing by OCPHL plays a critical role in testing for congregate living settings such as long-term care facilities, jails
and homeless shelters to aid in identifying outbreaks.
■ Public Health Services established the Safe Schools OC Program, encompassing physicians and public health nurses to
provide guidance to school health and administrative staff on case investigation, contact tracing and handling of exposure
and outbreak events to support education case handling and re-opening efforts. The full-scope program included part-
nership with Orange County Department of Education, Local Education Agencies and CHOC Children's for a comprehen-
sive education, training and response program effort. Institutes of Higher Education were supported through routine
meetings for provision of education, technical support and linkage to testing kit resources.

■ Correctional Health Services implemented COVID-19 screening, testing, monitoring, and treatment of the youth and
adult detained population to minimize the spread of COVID-19 in congregate settings and in the community on release.
Up to 2,000 COVID-19 tests were conducted on a weekly basis, and patient education and community linkage services
were provided.
■ HCA Finance & Administration assisted with provision of human resources, equipment, software support for the success-
ful operations of multiple testing sites, vaccination PODs and mobile clinics. HCA Information Technology implemented
the Othena vaccine administration application for use at the PODs, Procurement & Contract Services processed over
1,500 requisitions for services and supplies necessary to respond to COVID-19 and HCA Human Resources processed
almost 3,000 applications for clinical volunteers for the POD's.
Health Care Agency
Public Behavioral Correctional Medical Health Systems of HCA

Health Health Health Services Services Care Services Administration
Services Services
Public Health Services - Public Health Services protects tional Health Services is comprised of Adult Correctional
and promotes public health and safety through efforts Health Services, Juvenile Health Services and Health Care
focused on communicable disease control; preventive strate- Services for youth at Orangewood Children and Family Cen-
gies to maintain and improve the health of the public; and ter. Correctional Health Services provides 24/7 direct patient
programs and services that enhance access to healthcare. care services, as well as manages and oversees contractual
The divisions within Public Health Services include: Com- agreements for hospital inpatient and outpatient care and
municable Disease Control, Clinical Services, Community specialty clinic services for both adults and youths main-
and Nursing Services, Environmental Health, Health Promo- tained in the County of Orange facilities.
tion and Community Planning, and Public Health Labora-
Medical Health Service - Medical Services is comprised of
tory.
four divisions: Emergency Medical Services (EMS), Califor-
Behavioral Health Services - Behavioral Health Services nia Children Services (CCS), Employee Health and Medical
provides culturally and linguistically appropriate mental Safety Net (MSN). EMS plans, coordinates, and oversees pre-
health and substance use services for eligible County resi- hospital and emergency medical care systems and structures
dents. Behavioral Health Services consists of the following the Agency's emergency response functions related to all-
function areas: Children, Youth and Prevention Services; hazards planning including bioterrorism, pandemic influ-
Adult and Older Adult Services; Authority and Quality enza, natural disasters, and other County health-related
Improvement Services, MHSA & system coordination, and disasters. CCS is a Whole Child Program that determines
the Conditional Release Program. medical eligibility, provides authorizations for medical care,
case management, financial assistance, and medically nec-
Correctional Health Services - County entities are man-
essary physical and occupational therapy services to chil-
dated to provide health care services to the individuals
dren who meet eligibility criteria. Employee Health provides
detained in their County correctional and custodial facili-
occupational health services for all departments and agen-
ties. Through Memorandums of Understanding, Correc-
cies for the County of Orange. MSN provides medical care to
tional Health Services is the designated provider of these
low-income Orange County residents with an urgent or
health care services to individuals housed in these Orange
emergent medical condition and meets the County's obliga-
County facilities operated by the Sheriff 's Department, Pro-
tion under Welfare & Institutions Code Section 17000.
bation Department, and the Social Services Agency. Correc-

Systems of Care Services - Systems of Care Services (Office dents to reduce the number of individuals who are experi-
of Care Coordination) coordinates the County's response to encing homelessness or at risk of becoming homeless.
addressing homelessness. Responsibilities include advising Within the Systems of Care, the Office of Care Coordination
the Health Care Agency Executive team, County Executive is responsible for administering the County shelter system,
Office and Board of Supervisors on preventing homeless- Continuum of Care, and care coordination efforts.
ness, coordinating public and private resources to address
HCA Administration - Administrative Services provide
the needs of persons experiencing homelessness, operating
internal support to the Agency's service areas as well as
and managing a portfolio of homeless services programs on
interface in certain circumstances with the Agency's exter-
behalf of the County and Continuum of Care, and promoting
nal community organizations, contractors, and other stake-
the integration of services to address conditions that con-
holders. HCA's administrative divisions are: Director's
tribute to chronic homelessness. To best address homeless-
Office, Office of Compliance, Office of Strategy & Special
ness, the County adopted a Systems of Care model to
Projects, Accounting Services, Financial Services, Human
enhance coordination of care for its most vulnerable resi-
Resource Services, Information Technology, Management
Services, and Procurement & Contract Services.
■ During the FY 2019-20 budget process, 123 positions

Ten Year Staffing Trend: were added to increase mental health services in the
jails.
2,846 2,807 2,857
3,000 2,715 In FY 2018-19, 14 positions were added to address
2,539 2,537 2,619 2,631
2,401 2,372
2,500 operational needs, 5 positions were deleted in accor-
2,000
dance with the County Vacant Position Policy and 1
position was transferred to Public Guardian, Budget
1,500
Control 030, to support program needs.
1,000
■ In FY 2017-18, 84 positions were added to address vari-
500 ous needs throughout Behavioral Health Services and
0 Correctional Health Service.
added to expand outreach and engagement services.
Ten Year Staffing Trend Highlights: In FY 2016-17, 4 positions were added to support the
■ In FY 2020-21, 66 positions were restored for health ser- conversion of personal services contractors into regular
vices in the jails. In addition, to reduce the budget positions.
shortfall due to the pandemic-related revenue losses, 15 ■ In FY 2015-16, 84 positions were added to address
positions associated with the Voluntary Incentive Pro- increased workloads in programs, 2 positions were
gram (VIP) were deleted, and 1 position in Behavioral transferred to support the County's Information Tech-
Health Services was deleted in accordance with the nology Unit and Human Resources Department.
County Vacant Position Policy.
■ In FY 2014-15, 2 limited-term positions were deleted, 1
■ During the FY 2020-21 budget process, 17 positions position was transferred to CEO, Budget Control 017, to
were added to increase mental health services in the support real estate operations, and 1 position was trans-
jails and 82 positions were deleted per CEO recommen- ferred in from the Public Guardian, Budget Control 030.
dation.
■ In FY 2013-14, 167 positions were added primarily due
In FY 2019-20, Homeless Services was transitioned to to conversion of extra help positions to regular status for
HCA with 9 positions being transferred from Budget Behavioral Health Services programs.
Control 012, 1 from Budget Control 15G, 4 from Budget
Control 017 and 3 were added. Additionally, 9 nursing
deleted with the implementation of the Net County Cost
positions were transferred from SSA Budget Control
contingency plan.
063.
In FY 2012-13, 25 positions were transferred due to cen-
tralization of Human Resources and the Safety Office.


Budget Summary
Base Budget:
Plan for Support of the County's The FY 2021-22 Budget is $272.4 million, less than the Mod-
Strategic Priorities: ified Budget, primarily related to a decrease in anticipated
Costs to support the Board-approved strategic priority to expenses for COVID-19. Necessary cost containment mea-
enhance In-Custody Behavioral Health Treatment continue sures have been included in the FY 2021-22 Budget in order
to be addressed through the budget process. Appropriations to align department expenditures with available funding lev-
to support the Behavioral Health Campus and crisis stabili- els, including Net County Cost which has not increased to
zation services are included in the Base Budget. Costs to sup- offset County negotiated salary and benefit increases or CPI
port the Board-approved strategic priority in the Health increases for County mandated activities since FY 2017-18.
Disaster Management Bioterrorism Program have been The COVID pandemic has resulted in significant expendi-
included in the budget, up to levels funded by federal grants. ture and revenue fluctuations that are challenging to predict
Also included in the budget are continuing health priorities and manage. Included in the FY 2021-22 Budget are approx-
funded from Tobacco Settlement Revenue. Appropriations imately $13.5 million in salary and benefit appropriations
for operational costs associated with budgeted information necessary to support HCA's anticipated efforts to continue
technology projects are included in the Base Budget. HCA is responding to COVID-19, offset by American Rescue Plan
fully supportive of the Integrated Services priorities, as coor- Act funding.
dinated by the CEO.
PB Req.
Add Thirty Seven Positions, Increased Correctional Health staffing to Protect the health and safety of all inmates and County 20113
Appropriations and Net County Cost address the inmate population diagnosed with staff within jail facilities.
for Continued Expansion of CHS in mild to severe mental health illness.
the Jails: Amount:$ 4,598,645

Total Positions 2,790 2,858 2,857 2,857 (1) (0.0)
Total Revenues 688,986,538 1,095,253,056 1,123,557,738 796,171,997 (299,081,059) (27.3)
Total Expenditures/Encumbrances 795,119,529 1,169,199,865 1,186,155,673 896,805,979 (272,393,886) (23.3)
Net County Cost 106,132,991 73,946,809 62,597,935 100,633,982 26,687,173 36.1
Detailed budget by expense category and by activity is presented for agency: Health Care Agency in the Appendix on page A56

■ Since February 26, 2020, a local health emergency has been in place in Orange County due to the COVID-19 pandemic.
The County's Public Health Officer within the Health Care Agency is essential in directing the health response to the pan-
demic, per statute and orders prescribed by the California Department of Public Health (CDPH). This pandemic has sig-
nificantly impacted all areas and programs within HCA for more than a year, most notably Public Health Communicable
Disease Control, Public Health Laboratory, Health Disaster Management, Systems of Care, and Emergency Medical Ser-
vices. All areas of the Agency have shifted focus and redirected resources to assist with the pandemic response, straining
the Agency's ability to maintain other service levels, per mandates and funding requirements. The duration of the pan-
demic demonstrates the County's need for sustainable public health preparedness. HCA has realigned resources to best

address the pandemic and continue to serve current community health priorities. Local, state and federal support of
robust and flexible public health services is critical as the County recovers from this pandemic and positions itself for
future public health needs.
■ Addressing the health needs of Orange County's homeless population continues to be a primary focus for HCA, especially
during this pandemic. Federal COVID-19 relief funding has provided both resources to respond to the current pandemic
and some opportunities to develop resources for non-congregate interim housing in the future. The County's newly
opened Yale Navigation Center provides enhanced shelter and support services to the County's homeless population.
HCA continues to work collaboratively with the Board, CEO and stakeholder agencies to strengthen the foundation of
homeless services in Orange County, including the implementation of the Care Plus Program to allow for improved coor-
dination and delivery of services to those individuals experiencing homelessness, as well as those considered most vul-
nerable and high utilizers of the services. Ongoing resources to maintain this system of care remains a concern, as HCA
relies on multiple sources of short-term funding which do not adequately support stable operations in the future.
■ HCA supports the ongoing Board and CEO efforts to expand behavioral health and crisis stabilization services across the
County. In partnership with the community, the first Be Well OC Behavioral Health Campus opened in January, 2021 and
HCA is in process of forming an Office of Suicide Prevention. Department of Health Care Services (DHCS) continues to
move forward with California Advancing and Innovating Medi-Cal (CalAIM) to more comprehensively address the needs
of Medi-Cal enrollees. CalAIM will impact many areas of HCA, including implementation of Behavioral Health payment
reform measures. The local Behavioral Health system structure and funding are anticipated to undergo significant
changes as the new federal waiver unfolds.
■ In partnership with the Orange County Sheriff-Coroner Department and the CEO, HCA ensures provision of mandated
health care services and works to minimize legal risk in our correctional facilities. The census, demographics, and health
care needs of incarcerated individuals continues to change, with the cost and complexity of health care conditions rising.
The number of mentally ill people, along with the severity of the mental illnesses, in jail settings continues to climb with
46% of the jail population having a mental health diagnosis as of March, 2021. Additionally, regulatory mandates and
oversight have also evolved to become significantly more operationally challenging and costly. Securing resources to effec-
tively meet the healthcare needs of the incarcerated population continues to be challenging.
■ Providing needed and mandated health services with limited and fluctuating resources continues to prove challenging.
HCA must remain focused on containing the public health emergency while maintaining core, mandated services and
external funding. HCA's ability to absorb changes in cash flow of revenues from external sources, as well as costs of unan-
ticipated county health issues has significantly diminished. State and federal funding compose more than 70% of the
agency's revenue. Staffing vacancies continue to be a challenge in HCA's ability to meet statutory mandates and service
level goals, as well as to maximize potential external revenue sources. Pursuit of external funding opportunities to sup-
port health care services in Orange County remains a priority.

HCA
Public Health Behavioral Correctional Integrated Care Regulatory/ Administratio HCA Public
No. Agency Name Services Health Services Health Services Services Medical Services n Guardian Total
030 Health Care Agency - Public Guardian 0 0 0 0 0 0 5,529,835 5,529,835
042 Health Care Agency 137,114,820 512,730,314 105,396,968 55,317,413 71,915,386 14,331,078 0 896,805,979
138 Medi-Cal Administrative Activities/ 0 0 0 0 0 1,099,659 0 1,099,659
Targeted Case Management
13S Emergency Medical Services 0 0 0 0 0 7,724,538 0 7,724,538
13T HCA Purpose Restricted Revenues 0 0 0 0 0 8,007,281 0 8,007,281
13U HCA Interest Bearing Purpose 0 0 0 0 0 3,398,000 0 3,398,000
Restricted Revenue
13Z Bioterrorism Center for Disease 0 0 0 0 0 3,991,907 0 3,991,907
Control Fund
Total 137,114,820 512,730,314 105,396,968 55,317,413 71,915,386 38,552,463 5,529,835 926,557,199

COMMUNITY SERVICES 030 - Health Care Agency - Public Guardian
030 - HEALTH CARE AGENCY - PUBLIC GUARDIAN
030 - Health Care Agency - Public Guardian

Description:
The Orange County Public Guardian is committed, when no Total Recommended FY 2021-2022: 5,529,835
viable alternatives exist, to compassionately and effectively Percent of County General Fund: 0.13%
protect, assist and manage the affairs of residents unable to
care for themselves due to a medical condition or who may
be a danger to themselves or others, due to mental illness.
Strategic Goals:
■ Public Guardian (PG) will continue to compassionately and efficiently serve as the conservator of persons and estates for
individuals placed on conservatorship pursuant to the Lanterman, Petris Short (LPS) act, Welfare and Institutions Code
Sections 5000 et.seq. or provisions of the Probate Code Sections 1800 et.seq.
■ For clients on conservatorship pursuant to the LPS act, the conservator will obtain and monitor the provisions of the indi-
vidualized mental health plan.
■ Clients on a conservatorship pursuant to the Probate Code, will receive a "needs-based assessment" to determine the
appropriateness and extent of the conservatorship.
■ PG will continue to provide information to the general public concerning the role of Public Guardian and the services they
provide, including providing information and support to private conservators.
■ PG will continue to work closely with its community partners and Adult Protective Services to collaborate on effective
solutions that allow residents to continue to independently remain in a community setting while safely providing for their
basic needs.

ADMINISTRATIVE DEPUTY CASELOADS - 100% of all new LPS 100% of LPS new Treatment plans are obtained for all conservatees'
LANTERMAN, PETRIS SHORT (LPS) ACT appointments under appointments under upon permanent appointment to ensure the
What: Obtain and monitor implementation of the permanent permanent conservateesí needs are identified, and appropriately
individualized mental health treatment plan. conservatorship had conservatorship will provided for.
Why: Intent is to ensure that those on mental health treatment have mental health
conservatorship have individualized mental health plans. treatment plans.
treatment plans.
ADMINISTRATIVE DEPUTY CASELOAD - PROBATE 100% of conservatees 100% of Needs-based assessment is required once a year for
(CODE SECTIONS 1800 ET.SEQ.) had needs-based conservatees will probate clients. Program staff completed
What: An assessment to determine the needs of a assessments completed have needs-based assessments on 100% of their total caseloads.
conservatee, part of their care plan & goal setting. by facility and PG staff. assessments
Why: Conducting "needs-based assessment" to completed by facility
maximize the benefit of community based services. and PG staff.
DEPUTY CERTIFICATION REQUIREMENTS. 98% of deputies met 100% of deputies will PG staffing turnover in 2020 impacted resources
What: Percentage of deputies in compliance with certification meet certification available for in-house training. COVID concerns
training certification requirements. requirements. requirements. canceled in-person training and virtual opportunities
Why: Deputy certification is newly required by the were limited. PG staff continue to seek opportunities
Jones Bill (AB 1363). to provide in-house training to meet certification.

030 - Health Care Agency - Public Guardian COMMUNITY SERVICES

■ Recovered over $13.2 million in assets on behalf of conservatee estates and trusts, which were subject to financial abuse.
■ Investigated 476 new referrals to determine if the client needs a Public Guardian or a Court appointed third-party to act as
conservator, and served as conservator in 1,019 cases during the year.
■ Ensured that 125 individuals were connected with viable alternatives to Public Conservatorship.
■ Processed 33,648 financial transactions on behalf of Public Guardian conservatee client and trust estates totaling $24.6
million.
■ Processed the inventorying of 243 batches of conservatee property for safekeeping.
■ Tracked COVID positivity for conservatees and ensured COVID vaccine administration for all conservatorships with med-
ical powers.
■ Provided personal safety and return to work supplies to all staff and ensured COVID safety precautions by adhering to
HCA guidelines; enhanced staff safety by expanding tele-visit and telecommuting options to meet services delivery needs.
■ In FY 2018-19, 1 position was added through the Quar-

terly Budget process to manage the documents and data
Ten Year Staffing Trend: required to be entered into the new case management
system.
60
49 49 49 ■ In FY 2015-16, 6 positions and their related responsibil-
50
42 ities were transferred to the Auditor-Controller for Pub-
36 36 36 37 36 36
40 lic Guardian fiduciary services through the Quarterly
30 Budget process.
20 ■ In FY 2014-15 the number of positions decreased by 7
10 through the Quarterly Budget process due to the trans-
0
fer of 6 positions to Budget Control 029, Public Admin-
istrator, and 1 position to Budget Control 042 for Health
Care Agency Information Technology services.

deleted per CEO recommendation.
Budget Summary
The budget decreased slightly to $5.5 million. Total gross budget increased by $118 thousand primarily related to increases in
negotiated salaries and benefits in Budget Control 030, as well as an increase in the cost applied charges for County Counsel
services. This increase is offset by an increase in cost apply out to Budget Control 042 for Lanterman-Petris-Short activities.
Reductions and cost containment measures implemented in prior years are carried forward into the FY 2021-22 Recom-
mended Budget in order to align department expenditures with available funding levels.

COMMUNITY SERVICES 030 - Health Care Agency - Public Guardian

(1) (1)
Total Revenues 749,731 1,047,057 902,338 775,989 (271,068) (25.9)
Net County Cost 4,364,481 4,753,846 4,646,206 4,753,846 0 0.0
Detailed budget by expense category and by activity is presented for agency: Health Care Agency - Public Guardian in the Appendix on page A42

■ HCA continues to face the challenge of providing needed and often mandated health services with limited resources. At
State and Federal levels, legislative measures aimed at increased services do not allocate the appropriate funding that
would allow for the proposed services. Other legislative measures targeted at budget reduction could have a significant
impact on local funding for Public Guardian services. PG continued to meet statutory mandates and departmental goals
despite staffing vacancies during the Fiscal Year. PG has experienced an increase in criminal referrals from courts which
require provision of more complex administration and case management services. The continuing trend of more complex
estates being at risk for undue influence continue to affect workloads. The lack of long-term care beds and affordable
housing, especially for older adults, continues to be a challenge for conservatees.

138 - Medi-Cal Administrative Activities/Targeted Case Management COMMUNITY SERVICES
138 - MEDI-CAL ADMINISTRATIVE ACTIVITIES/TARGETED CASE

MANAGEMENT
138 - Medi-Cal Administrative Activities/Targeted Case Management


This fund is used to account for the federal reimbursement Percent of County General Fund: N/A
of certain eligible costs for Medi-Cal Administrative Activi- Total Employees: 0.00
ties and Targeted Case Management activities that are
passed through the State to the County and to Community-
Based Organizations.
This fund is for the monitoring of the financial transactions

of Medi-Cal Administrative Activities/Targeted Case Man-
agement (MAA/TCM) funds.
Budget Summary
Total Revenues 787,948 1,078,784 976,658 1,040,796 (37,988) (3.5)
Total Expenditures/Encumbrances 750,884 1,078,784 916,841 1,099,659 20,875 1.9
Inc/(Dec) to Obligated Fund Balances 37,064 0 59,817 (58,863) (58,863) 0.0
Detailed budget by expense category and by activity is presented for agency: Medi-Cal Administrative Activities/Targeted Case Management in the Appendix on page
A132

COMMUNITY SERVICES 13S - Emergency Medical Services
13S - EMERGENCY MEDICAL SERVICES
13S - Emergency Medical Services


This fund is used to account for Emergency Medical Services Percent of County General Fund: N/A
revenue earned by the Health Care Agency that has pending Total Employees: 0.00
expenditure requirements. This fund is required by the
Auditor-Controller and by Generally Accepted Accounting
Principles in order to correctly report earned revenues. The
sources of revenue deposited to this fund are court fines and
State allocations used to pay for emergency medical indigent
services.
Budget Summary
(1) (1)
Total Revenues 6,954,588 7,724,538 6,346,788 7,724,538 0 0.0
Detailed budget by expense category and by activity is presented for agency: Emergency Medical Services in the Appendix on page A138

13T - HCA Purpose Restricted Revenues COMMUNITY SERVICES
13T - HCA PURPOSE RESTRICTED REVENUES
13T - HCA Purpose Restricted Revenues


This fund is used to account for revenues earned by the Percent of County General Fund: N/A
Health Care Agency that have pending expenditure require- Total Employees: 0.00
ments. This fund is required by the Auditor-Controller and
by Generally Accepted Accounting Principles in order to cor-
rectly report earned revenues. Revenues in this fund may
include court-ordered fines and penalties, donations, and/or
fees.
Budget Summary
Total Revenues 2,256,976 2,297,500 2,055,000 2,325,000 27,500 1.2
Total Expenditures/Encumbrances 885,070 10,719,408 4,968,632 8,007,281 (2,712,127) (25.3)
Detailed budget by expense category and by activity is presented for agency: HCA Purpose Restricted Revenues in the Appendix on page A139

COMMUNITY SERVICES 13U - HCA Interest Bearing Purpose Restricted Revenue
13U - HCA INTEREST BEARING PURPOSE RESTRICTED REVENUE
13U - HCA Interest Bearing Purpose Restricted Revenue


This fund is used to account for HCA carryover purpose Percent of County General Fund: N/A
restricted revenues that are required to be interest bearing. Total Employees: 0.00
This fund is required by the Auditor-Controller and by Gen-
erally Accepted Accounting Principles in order to correctly
report earned revenues. The source of monies deposited to
this fund is State allocations used to pay for mental health
services.
Budget Summary
Total Revenues 9,046,126 11,924,174 11,762,787 220,000 (11,704,174) (98.2)
Inc/(Dec) to Obligated Fund Balances 2,664,487 (3,200,000) 875,621 (3,178,000) 22,000 (0.7)
Detailed budget by expense category and by activity is presented for agency: HCA Interest Bearing Purpose Restricted Revenue in the Appendix on page A140

13W - HCA Realignment COMMUNITY SERVICES
13W - HCA REALIGNMENT
13W - HCA Realignment


Total Recommended FY 2021-2022: 0
In 1991, the state enacted realignment of specific, identified Percent of County General Fund: N/A
mental health, public health and social services programs Total Employees: 0.00
(Welfare & Institutions Code 17600-17613.4). These pro-
grams include public health programs under AB 8, commu- This fund was established in 2005 to meet those state expec-
nity medical and mental health services for indigents, tations. 1991 Realignment revenue is purpose restricted to
psychiatric inpatient hospitalization services, institutes for support and sustain mandated state realigned programs;
mental disease services, Lanterman Petris Short Act respon- thus, any unspent monies are transferred to Fund 13W at
sibilities, and state hospital treatment for individuals com- year-end.
mitted under civil code. The state redirected specific
revenues to counties to offset the costs of these programs.
This revenue stream fluctuates with the economy and can
exceed or fall short of expenses in any given year. The state
expects counties to carry over revenues in years when they
exceed expenses to use during years when revenues are less
than expenses to mitigate the county's fiscal risk, and to
maintain the mandated realigned health and mental health
programs in years when expenditures outpace these reve-
nues.
Budget Summary
Total Revenues 0 0 0 0 0 0.0
Total Expenditures/Encumbrances 0 1,000,000 0 0 (1,000,000) (100.0)
Inc/(Dec) to Obligated Fund Balances 0 (1,000,000) 0 0 1,000,000 (100.0)
Detailed budget by expense category and by activity is presented for agency: HCA Realignment in the Appendix on page A141

COMMUNITY SERVICES 13Z - Bioterrorism Center for Disease Control Fund
13Z - BIOTERRORISM CENTER FOR DISEASE CONTROL FUND
13Z - Bioterrorism Center for Disease Control Fund


This fund is used to account for Center for Disease Control Percent of County General Fund: N/A
Bioterrorism revenues earned by the Health Care Agency Total Employees: 0.00
that have pending expenditure requirements. This fund is
required by the Auditor-Controller and by Generally
Accepted Accounting Principles in order to correctly report
earned revenues. The source of monies deposited to this
fund will be State allocations used to pay for approved bio-
terrorism projects.
Budget Summary
(1) (1)
Total Revenues 5,556,706 4,411,536 4,300,237 3,991,907 (419,629) (9.5)
Detailed budget by expense category and by activity is presented for agency: Bioterrorism Center for Disease Control Fund in the Appendix on page A143

063 - Social Services Agency COMMUNITY SERVICES
063 - SOCIAL SERVICES AGENCY

http://ssa.ocgov.com/
063 - Social Services Agency

Total FY 2020-2021 Current Modified Budget: 1,052,163,296
To deliver quality services that are accessible and responsive Total Recommended FY 2021-2022: 1,046,387,832
to the community, encourage personal responsibility, Percent of County General Fund: 25.54%
strengthen individuals, preserve families and protect vul- Total Employees: 4,227.00
nerable adults and children.
Strategic Goals:
■ To lead and support a shared community responsibility for the safety and well-being of vulnerable children and adults
through the provision of child and adult abuse prevention, intervention and protective services
■ To provide services for helping vulnerable adults and children receive needed health care, food, shelter and clothing
■ To contribute to the reduction of individuals living below the poverty level by providing assistance and supportive ser-
vices that promote employment opportunities and family self-sufficiency
■ To provide Social Services Agency (SSA) staff and its partners with the resources, training and administrative support
needed for delivering professional, efficient, responsive and mandated services to residents of Orange County

RECURRENCE OF MALTREATMENT WITHIN 12 7.1% of the children with Achieve federal mandate of equal to or SSA has met the goal and continues
MONTHS OF CHILDREN INVESTIGATED FOR substantiated allegations of less than 9.1%; increase intervention to remain fairly stable in this area.
ABUSE. child maltreatment had an services, collaborate with CalWORKs on
What: % of recurrence of maltreatment of additional substantiated mutual cases, increase Family Resource
children investigated for abuse. maltreatment allegation Centers use, maximize parent mentors
Why: Mitigating abuse and neglect of children is during the subsequent 12 to support birth parents and provide
critical to prevent recurrence of maltreatment. months. links to community-based resources for
aftercare to exiting families.
TIMELY DETERMINATION OF ELIGIBILITY FOR Medi-Cal timely Meet or exceed state and federal Medi-Cal and CalFresh eligibility
MEDI-CAL AND CALFRESH. determination of eligibility performance mandates for Medi-Cal determinations continue to meet or
What: % of timely determinations of Medi-Cal 93.1%. CalFresh timely and CalFresh of 90%. exceed timeliness performance
and CalFresh eligibility. determination of eligibility standards. Increased use of
Why: Prompt review of eligibility ensures that 98.8%. technology to streamline business
clients receive benefits to which they are processes and expanded client
entitled. "self-help" has enabled the agency
to continue to meet program
mandates with record numbers of
clients.
TIMELY RESPONSE TO INVESTIGATIONS OF 97.8% of initial client contact Achieve Agency goal of 92%. APS has achieved 99% initial client
ELDER ABUSE OF ADULT PROTECTIVE was completed within 10 contact within 10 days.
SERVICES (APS). days.
What: % of initial client contact completed
within 10-days.
Why: APS is mandated to perform an in person
investigation within 24 hours to 10 days.

COMMUNITY SERVICES 063 - Social Services Agency

■ SSA's In-Home Supportive Services (IHSS) program earned the 2020 California Counties Innovation Award from the California
State Association of Counties (CSAC). SSA mobilized staff volunteers agency-wide to assist coordinated outreach calls to check
on the health and well-being of elderly and disabled In-Home Supportive Services clients when in-person redetermination vis-
its were waived during the pandemic. Together with County agencies, contracted partners and other community partners, SSA
secured critical items such as non-perishable food boxes, adult diapers and wipes and nutritional drinks for our vulnerable cli-
ents, as well as PPE for the dedicated IHSS providers. As a result, nearly 65,500 welfare/outreach calls were conducted, over 350
deliveries of food and necessary items have been facilitated and thousands of referrals to community resources have been
made.
■ The Restaurant Meals Program (RMP) enables elderly, disabled and homeless CalFresh recipients to use their Electronic Bene-
fit Transfer (EBT) card to purchase prepared meals from participating restaurants. Through significant outreach efforts, SSA
has secured restaurant participation in 30 out of 34 cities with a total of 207 participating Orange County restaurants as of Feb-
ruary 2021. From February 2018 through February 2021, over 327,000 meals have been served with a total of $4.7 million in
revenues generated for local businesses. In November 2020, SSA was nominated for an Orange County Business Council Award
for RMP.
■ SSA effectively rolled out the young adult expansion program in January 2020 as a result of Senate Bill 104. This change pro-
vided full scope Medi-Cal to young adults age 19 through 25 regardless of immigration status. As of February 2021, over 7,400
individuals have gained this full scope coverage.
■ As of February 2021, IHSS has achieved a rate of 99.5% for the timely reassessment compliance, and 99.4% for applications
processed within 90 days, exceeding the state requirement of 80% for both reassessment compliance and applications pro-
cessed.
■ Federal law requires all states to implement Electronic Visit Verification (EVV) for Medicaid-funded personal care services.
California implemented and developed an EVV portal to process provider timesheets electronically. As of March 1, 2021,
Orange County reports a 99.2% compliance rate totaling 66,243 IHSS providers and recipients who have completed enroll-
ments.
■ SSA's CalWORKs Home Visiting Program (HVP) aims to support positive health and well-being outcomes for pregnant and
parenting individuals, families and infants born into poverty; expands their future educational, economic and financial capa-
bility opportunities; and improves the likelihood they will exit poverty. In FY 2020-21, year-to-date, 261 additional families
have been successfully registered and have received their first home visit.
■ As of February 2021, 94 families have successfully received assistance with permanent and temporary housing through the Cal-
WORKs Housing Support Program (HSP). SSA's Contractor, 1736 Family Crisis Center, continues to serve and prioritize Cal-
WORKs families who are experiencing homelessness or at-risk of becoming homeless by utilizing the "Housing First" principle.
■ SSA successfully applied and was awarded $637 thousand in grant funding for Transition Housing Program and Housing Navi-
gator Program. The funds will be used to help young adults who are 18-25 years of age to secure and maintain housing, with
priority giving to young adults formerly in the foster care or probation systems.
■ SSA delivered multiple tools and resources to 5,078 clients through the promotion of CalWORKs 2.0, a statewide effort focused
on providing enhanced client service delivery and tangible goal setting. Program tools are meant to create individual goals,
provide clear direction and acknowledge personal successes on the pathway to self-sufficiency.
■ In response to the COVID-19 pandemic, SSA received approval from the California Department of Social Services to issue a spe-
cial stipend to 13,548 eligible CalWORKs families in Orange County to help with unforeseen expenses related to distance learn-
ing for school-aged children. SSA also conducted 25,551 critical client welfare calls focused on the safety and well-being of
vulnerable individuals and families, including CalWORKs, CalFresh, and Children Family Services families participating in
Voluntary Family Services and Family Maintenance Services, along with referrals from closed Emergency/Differential
Response cases. 43,600 calls were also made to our most vulnerable Adult Protective Services elderly clients in Orange County
to ensure their safety during the pandemic.
■ Facilities and Emergency Management Services utilized CARES COVID-19 funding to transform 21 SSA facilities to ensure
safety precautions were in place and in compliance with CDC recommendations. This included installation of touchless sensors
throughout all SSA facilities, installation of safety shields, procuring contracts for enhanced sanitizing and cleaning, and
replacement of all furniture at the Santa Ana Regional Center to ensure the facility is COVID compliant. SSA assisted in staffing

the Operation Independence Initiative at regional vaccination supersites to administer COVID-19 vaccinations to residents
countywide. During the initial set-up of the of the supersites, SSA staff were called upon to assist as SSA worked in tandem to
hire 287 Extra Help in less than a month and a half to man these efforts.
■ SSA, in alignment with Child Welfare Continuum of Care Reform mandates, continued to recruit additional resource families to
assist in the transition of the Orangewood Children and Family Center to a 10-day temporary shelter in order to ensure that fos-
ter youth are placed in compassionate and appropriate home-based care. Orange County currently has 1,450 active approved
resource family homes, of which approximately 375 are recruited community homes. SSA continues to focus on keeping chil-
dren with family and relatives, when possible. During the 2020 calendar year, SSA placed 1,116 children in family-based care
with caregivers who are related or have a personal connection to the children.
■ The Family Urgent Response System, FURS, is a coordinated statewide, regional, and county-level response system designed to
provide support during situations of instability, preserve the relationship between a caregiver and youth, provide developmen-
tally appropriate relationship conflict management and resolution skills, stabilize the living situation, mitigate distress of the
caregiver and/or youth, connect the caregiver and youth to local services and promote a healthy and healing environment for
youth and families. SSA has recently established an MOU agreement with the Orange County Health Care Agency and the
Orange County Probation Department to create the deployment of a county-level mobile response team to respond to caregiver
and youth calls received through a state-level hotline. This will provide current and former foster youth and their caregivers
access to immediate, trauma-informed support that is available 24 hours a day, 7 days a week, 365 days a year (24/7).
Family
Assistance Children & Family Administrative
Self-Sufficiency /
Programs Services Services
Adult Services
Family Self-Sufficiency / Adult Services - Administers Assistance Programs - Administers federal, state, and
federal, state, and county mandated CalWORKs program, county mandated assistance programs including Medi-Cal,
Refugee Cash Assistance program, and Foster Care Eligibil- CalFresh (Food Stamps), Cash Assistance Program for
ity determinations to provide basic assistance to families, Immigrants, and General Relief (GR).
individuals, and children. Provides Welfare-To-Work and Children & Family Services - Protects children through the
Refugee Employment Services to enable disadvantaged indi- prevention or remedy of conditions which may result in
viduals and families to become self-sufficient through job abuse and promotes maintaining families so that children
training, employment and child-care coordination. Also can remain in or return safely to their homes.
protects the aged and disabled from abuse and exploitation
Administrative Services - Supports the goals of the Agency
so that they may live in a safer environment. IHSS provides a
by implementing, facilitating, and coordinating administra-
wide range of domestic and personal care services to allow
tive services and projects through financial and facility
persons with disabilities and elderly individuals to live safely
management, human resources, accounting, technology,
at home. APS provides services to prevent or remedy
training, research, contract and procurement services, stra-
neglect, abuse, and/or exploitation of adults who are unable
tegic planning and communication, legislative analysis,
to protect their own interests because of age or disability.
emergency services coordination, volunteer and outreach
coordination, quality support and program integrity func-
tions.

■ In FY 2018-19, 8 positions were deleted in accordance with

Ten Year Staffing Trend: the County Vacant Position Policy and 2 limited-term
positions were deleted.
4,500
4,404 ■ During the FY 2018-19 budget process, 6 limited term
4,348 4,359 4,360 4,354 4,344
4,400 positions were deleted.
4,283
4,300
4,213 4,227 ■ In FY 2017-18, 42 long-term vacant positions were
4,200 deleted, 2 positions transferred to Orange County Public
4,100 4,039 Works, Budget Control 080.
4,000
■ In FY 2016-17, 5 long-term vacant positions were deleted.
3,900
3,800
During the FY 2016-17 budget process, 50 positions were
added to address increased caseload growth in the Medi-
Cal and CalFresh programs.
Ten Year Staffing Trend Highlights: ■ In FY 2015-16, 12 positions were added for IHSS and Chil-
■ In FY 2020-21, to reduce the budget shortfall due to the dren and Family Services (CFS); 3 positions deleted in the
pandemic-related revenue losses, 31 positions associated Administrative Services Division.
with the Voluntary Incentive Program were deleted, 3 lim- During the FY 2015-16 budget process, 2 positions were
ited-term positions were added to support the California added to address child welfare services.
State Automated Welfare System (CalSAWS) migration and ■ In FY 2014-15, 88 positions were added in CalWORKs,
42 positions were reinstated. IHSS, CFS and Administrative Services, 2 positions were
■ During the FY 2020-21 budget process, 89 vacant posi- transferred to the County Executive Office (CEO), Budget
tions were deleted per CEO recommendations and 1 posi- Control 017, to support the Real Estate Unit ,and 21 posi-
tion was added to support the CalSAWS migration. tions were deleted.
In FY 2019-20, 24 positions were added to address the Cal- ■ In FY 2013-14, a net of 244 positions were added for the
SAWS migration planning and the increased state-man- Medi-Cal, CalWORKs, and CalFresh programs and admin-
dated reporting requirements; 58 positions were istrative support and 1 position was transferred to support
transferred to Orange County Information Technology CEO Real Estate, Budget Control 017.
Shared Services, Budget Control 037; and 9 positions were ■ In FY 2012-13, a net of 202 positions were added to meet
transferred to Health Care Agency, Budget Control 042. the demands of expanded Medi-Cal services offset by
positions deleted due to the centralization of Human
Resource Services.
Budget Summary
SSA has confirmed strategies for focusing staff efforts and use of available resources for the achievement of the Agency's goals.
The SSA Leadership Development Team monitors the status of the goals, assesses progress made on improving outcomes and
performance measures, confirms that identified strategies are on target and identifies needed modifications to action plans.
The strategies were developed with the input of all SSA Divisions to embrace the achievement of the Agency's vision, mission,
and goals to support the priorities of the Board of Supervisors, as outlined in the Strategic Financial Plan and approved bud-
get. To achieve its goals within available funding to address client needs and increasing caseloads, SSA is committed to the fol-
lowing:
■ Maximize the use of resources for the achievement of the Agency's goals.
■ Enhance communication, especially through proactive outreach to media by highlighting positive accomplishments.
■ Plan strategically and identify required modifications to action plans.
■ Promote innovative ideas and continue to seek operational efficiencies.

■ Monitor the status of goal achievement through outcome performance measures.

■ Confirm that strategies and internal business processes are appropriately aligned with goals and outcome measures.
■ Leverage technology.
■ Engage in interagency and interdepartmental collaboration regarding mutual clients.
■ Foster community partnerships.
SSA's budget was developed based on maximizing funding allocations, prioritizing resources, ongoing cost control measures,
and the use of reserves. Due to increased allocations outlined in the Governor's January Proposed FY 2021-22 Budget and
available funding reserves, SSA is able to request a balanced Recommended Base Budget that meets the FY 2021-22 Net
County Cost (NCC) Limit. The budget was developed with the goal of ensuring mandated and core services are protected while
minimizing legal risk and ensuring compliance with prescribed standards and regulations.
The FY 2021-22 Recommended Base Budget decreased by $5.8 million when compared to the FY 2020-21 Modified Budget,
primarily due to one-time COVID related expenses in FY 2020-21. SSA continues to absorb increases in entitlement programs
including a $4.4 million increase in In-Home Supportive Services Maintenance of Effort (MOE).
With allocation increases in CalFresh of $8.9 million and Medi-Cal of $4.9M, consistently high CalWORKs allocations, and
level funding in most federal and state allocations, SSA is requesting Expand Augmentations to increase salary and employee
benefit appropriations in order to maximize funding increases and prepare for the increased workload expected during the
post-COVID recovery period. While the impact of ongoing costs and uncertainty related to the COVID-19 pandemic are still
unknown, federal and state funding allocations support SSA's ability to serve the increasing needs of our communities.

PB Req.
Add Twenty-four Positions, Add twenty-four positions to meet required Establish dedicated teams focused on CalFresh and 19049
Appropriations and Revenue for SSA State and Federal mandates and quality Medi-Cal case accuracy and quality assurance efforts to
Assistance Programs control requirements due to increase in ensure SSA's external customers receive the maximum
Amount:$ 2,701,580 caseloads in SSA Assistance Programs. benefits possible and that State/Federal mandates are
met.
Add Five Positions, Appropriations Add three Senior Social Services Supervisors, Establish a CFS Operations & Support team that will 20277
and Revenue for SSA CFS Operations one Administrative Manager I and one Staff provide necessary resources for strategic planning,
& Support Team Specialist to address business process standardizing policies and procedures and ensure
Amount:$ 624,676 improvements, strategic planning and project compliance with Federal, State, and County mandates,
management, continuous quality coordinating internal and external messaging, and
improvement, and implementation of outcome evaluation.
mandates and best practices in Children and
Family Services.
Add Twenty-one Positions, Add twenty-one positions to meet CalWORKs Ensure adequate staffing to manage CalWORKs 20281
Appropriations and Revenue for SSA program needs due to increase in caseload. caseloads, provide adequate services to the community
CalWORKs Program and ensure Federal and State mandates are met.
Amount:$ 2,396,530
Add Nine Positions, Appropriations Add eight Social Services Supervisor Is and Ensure compliance with Federal and State mandates and 20333
and Revenue for SSA CalSAWs one Social Services Supervisor II to ensure performance standards associated with CalSAWS
System Migration compliance with Federal and State mandates implementation.
Amount:$ 1,006,716 and performance standards associated with
California State Automated Welfare System
(CalSAWS) implementation.


(1) (1)
Total Positions 4,212 4,227 4,227 4,227 0 0.0
Total Revenues 869,032,983 985,805,188 934,741,271 980,029,724 (5,775,464) (0.6)
Total Expenditures/Encumbrances 934,950,200 1,052,163,296 994,533,697 1,046,387,832 (5,775,464) (0.6)
Net County Cost 65,917,218 66,358,108 59,792,426 66,358,108 0 0.0
Detailed budget by expense category and by activity is presented for agency: Social Services Agency in the Appendix on page A82

■ 1991 Realignment Revenue which funds the In-Home Supportive Services (IHSS) Maintenance of Effort (MOE) and other
programs was projected to incur a significant loss in revenue due to COVID-19. While the current projections are strong,
there was a loss in base of $1.5 million in the prior year. This loss impacted the projections for FY 2020-21 and beyond.
The current MOE structure has a 4% inflator and as a result of the loss in base, SSA had to strategically use revenue
sources to mitigate this potential NCC impact. In addition, the base budget includes the remaining annualized cost of the
locally negotiated wage increases. Beyond FY 2021-22, the MOE will be inflated 4% with the full annualized cost of this
increase included.
■ In FY 2020-21, Orange County has 36,700 IHSS recipients with an estimate of over 43 million hours paid to 33,033 active
providers. The level of Administrative funding allocation that will be received to support the IHSS program is still insuffi-
cient to fully operate the IHSS program and SSA anticipates the need to continue exercising fiscal restraint to control
operational costs. From 2011 to 2020, annual paid hours for IHSS have grown from 16.7 million to 39.6 million which
equates to 137.4% growth over 9 years. It is anticipated that this trend will continue, and paid hours are expected to fur-
ther grow by an estimated 18.5% to 46.9 million paid hours through June 2022.
■ As IHSS hours continue to grow, such fiscal restraint may inhibit SSA's ability to quickly respond to such growth. SSA will
continue to monitor the program and growth to determine whether future operational adjustments are needed to address
this concern.
■ In FY 2019-20, the Child Abuse Registry received reports on 27,901 children versus 30,227 children in FY 2018-19. The
calls generated immediate responses to referrals on 4,007 children and generated ten-day responses on 14,018 children.
Compared to calls in FY 2018-19, this reflects a 16.2% decrease in immediate response referrals and a 10.1% decrease in
ten-day Response referrals for the Emergency Response Program. FY 2019-20 experienced the most significant decrease
in call volume and Emergency Response Referrals in several years. The onset of the COVID-19 Pandemic occurred during
the months in which call volumes are historically highest. With approximately 90% of the reports to the Child Abuse Reg-
istry taken from mandated reporters, the Stay-at-Home Order issued for California by Governor Newsom in March 2020
significantly reduced access of mandated reporters to children who were suspected victims of abuse or neglect. A signifi-
cant increase is anticipated following the conclusion of the pandemic.
■ In FY 2020-21, calls to the APS Registry showed a slight decrease in call volume and in reports from mandated reporters
who normally see this population. Through February 2021, 13,026 calls have been made and it is projected that a total of
18,994 calls will be made this fiscal year, which is a decrease of 6% from prior fiscal year. Through February 2021, there
have been 9,596 APS reports taken and it is projected that a total of 13,908 reports will be taken this fiscal year, which is a
decrease of 4% from the prior fiscal year.

■ Medi-Cal provides health care coverage to residents who have limited resources and income. The Health Care Reform
expansion in California started with the Affordable Care Act (ACA) pre-enrollment from October 2013 to December 2013
and full implementation in January 2014. There was a significant increase in the first two years of ACA implementation.
In subsequent years, however, the trend reversed, and caseload slightly decreased in FY 2017-18. During the COVID-19
pandemic, caseloads projections had a moderate increase continuing through FY 2021-22.
■ CalFresh Program helps to improve the health and well-being of qualified households and individuals by providing them
a means to meet their nutritional needs. CalFresh is influenced by many factors, including the economy and program
changes. High unemployment rates and a lingering weakness in the economy contributed to historical growth in CalFresh
caseload from 2008 to 2016. As the economy has strengthened, growth trend reversed, and caseload has shown a decrease
through FY 2019-20. However, due to the COVID-19 pandemic, caseload projections show a slight increase through FY
2021-22.
■ General Relief (GR) is a residual relief program for those persons who are ineligible for aid under any federal or state pro-
gram designed to meet all of the client's needs. GR caseload increased 134% in FY 2012-13 as a result of changes to the
eligibility requirements. Like other programs, GR caseload growth reversed in FY 2018-19 due to the strength of the econ-
omy. However, in FY 2019-20 SSA's decentralization enabled potential applicants to apply for GR at various regional loca-
tions. The decentralization outreach brought in new GR clients which contributed to the growth in caseloads. In addition,
with the onset of COVID-19, caseloads increased in April through June 2020 as eligibility requirements were eased. FY
2020-21 experienced a significant decrease in caseload likely due to the stimulus fund and increased unemployment ben-
efits, however caseload currently shows a reversing trend partially due to the rise in unemployment level, as the regional
Stay-At-Home Order was implemented in December 2020. The increasing trend is projected to continue through FY 2021-
22.
■ California's Child Welfare Continuum of Care Reform (CCR) has effectively eliminated group homes with the final closure
and/or transition of any remaining group homes to Short-Term Residential Therapeutic Programs (STRTP) as of Decem-
ber 31, 2020. Further, CCR continues efforts to limit stays in shelter care and maintain standards for STRTPs. CCR has
been designed to better serve foster children by improving and expanding home-based family care through additional
training and intensive support services. SSA continues to work with the community and the state to support our county's
10-day temporary shelter care facility, Orangewood Children and Family Center, while actively supporting current
STRTPs and the development of Intensive Services Foster Care (ISFC) resource homes and supports to serve youth with
higher-level service needs.
■ Since November 2019, SSA has partnered with Child Welfare System Improvement Plan partners, including Orange
County's Health Care Agency and Children & Family Futures (a national consultant with expertise in the area of substance
abuse), to establish a multidisciplinary collaborative to focus on enhancing the service delivery model for substance use
disorder (SUD) treatment. Through these efforts, local System Partners are surveying the landscape of available SUD
resources to establish a deeper understanding of the existing Drug Medi-Cal (DMC) service array, and strategies to effec-
tively engage families and ease their access to needed SUD services and supports.
■ With the passage of Assembly Bill (AB) 2083 (2018), the California Legislature intends to build upon CCR efforts by
ensuring local jurisdictions develop a coordinated, timely, and trauma-informed System-of-Care for foster youth. The
intent of this bill is for local system partners to leverage existing processes and structures within and across agencies, to
provide comprehensive, culturally competent, community-based services and placements to foster youth and their fami-
lies. To achieve the goals set forth by AB 2083, in June 2020, Orange County established an Interagency Leadership Team
(ILT) comprised of executive leadership from the CFS, Probation, HCA, OCDE, and the Regional Center of Orange County.
Orange County's ILT is overseeing development of an MOU that will: (1) support alignment of screening, assessment, and
service planning across agencies; (2) promote teaming and information sharing to coordinate care; and (3) encourage
programmatic integration, thereby opening the door to a broader and more flexible array of services available to families
in Orange County. Orange County's system partners have a long history of collaboration. With the establishment of the
ILT, and adjunct advisory committees tasked with communicating gaps in continuity of care, quality improvement rec-

ommendations, and/or training and technical assistance needs, subject matter experts across various disciplines are
partnering to identify local systemic barriers to the provision of integrated care.
■ The Family First Prevention Services Act (FFPSA) was passed in 2018 as part of a bipartisan budget agreement by the
Federal government. The law includes new preventive service options and requirements for foster care placement set-
tings. It amends existing provisions within Title IV-B and IV-E of the Social Security Act. With the passage of FFPSA,
child welfare jurisdictions can use federal financial resources to move some child welfare activities from protection and
remediation to prevention and strengthening of families and communities. SSA is currently partnering with the Califor-
nia Department of Social Services (CDSS) and child welfare stakeholders to assess the impact and opportunities that
FFPSA presents to child welfare agencies and the populations served by those agencies.

Family Self-Sufficiency / Adult
No. Agency Name Services Assistance Programs Children & Family Services Administrative Services Total
063 Social Services Agency 391,236,394 185,184,554 330,850,499 139,116,385 1,046,387,832
102 Santa Ana Regional Center 0 0 0 2,582,175 2,582,175
Lease Conveyance
12S SSA Donations & Fees 0 0 818,000 0 818,000
12W SSA Wraparound 0 0 25,868,937 0 25,868,937
14T Facilities Development And 0 0 0 5,230,103 5,230,103
Maintenance Fund
590 In-Home Supportive Services 2,752,305 0 0 0 2,752,305
Public Authority
Total 393,988,699 185,184,554 357,537,436 146,928,663 1,083,639,352

102 - Santa Ana Regional Center Lease Conveyance COMMUNITY SERVICES
102 - SANTA ANA REGIONAL CENTER LEASE CONVEYANCE
102 - Santa Ana Regional Center Lease Conveyance


This fund was established to reserve the positive cash flow Percent of County General Fund: N/A
occurring at the beginning of the Santa Ana Regional Center Total Employees: 0.00
(SARC) Lease Conveyance term which will be used to offset
the negative cash flow occurring at the end of the lease term.
Budget Summary
Total Revenues 121,264 96,521 43,764 7,193 (89,328) (92.5)
Total Requirements 1,699,521 2,121,319 2,121,200 2,582,175 460,856 21.7
Inc/(Dec) to Obligated Fund Balances (1,578,257) (2,024,798) (2,077,436) (2,574,982) (550,184) 27.2
Detailed budget by expense category and by activity is presented for agency: Santa Ana Regional Center Lease Conveyance in the Appendix on page A99

COMMUNITY SERVICES 12S - SSA Donations & Fees
12S - SSA DONATIONS & FEES
12S - SSA Donations & Fees


This fund includes donations for the benefit of the residents Percent of County General Fund: N/A
of Orangewood Children and Family Center. It also includes Total Employees: 0.00
money received from Children's Services Vital Records
(Birth Certificates) and Child Abuse Services License Plate
Fees. These birth certificate and license plate funds will be
used to reimburse Social Services Agency for child abuse
services and neglect prevention and intervention programs
operated by private non-profit organizations or public insti-
tutions of higher education.
Budget Summary
Total Revenues 1,129,296 902,034 621,257 594,478 (307,556) (34.1)
Total Expenditures/Encumbrances 977,806 1,382,152 1,302,705 818,000 (564,152) (40.8)
Inc/(Dec) to Obligated Fund Balances 151,490 (480,118) (681,448) (223,522) 256,596 (53.4)
Detailed budget by expense category and by activity is presented for agency: SSA Donations & Fees in the Appendix on page A125

12W - SSA Wraparound COMMUNITY SERVICES
12W - SSA WRAPAROUND
12W - SSA Wraparound


This fund includes Federal, State, and County share deposits Percent of County General Fund: N/A
related to the enrolled Wraparound caseloads. Wraparound Total Employees: 0.00
services are provided to children with complex mental
health, behavioral and/or emotional needs who may be at
risk of being placed in residential or juvenile correctional
facilities. These funds are used to reimburse the Social Ser-
vices Agency for Wraparound contract provider, administra-
tive, and other Wraparound re-investment costs.
Budget Summary
(1) (1)
Total Revenues 17,870,187 17,454,871 18,106,264 19,585,450 2,130,579 12.2
Inc/(Dec) to Obligated Fund Balances 3,326,068 (21,368,328) 4,999,148 (6,283,487) 15,084,841 (70.6)
Detailed budget by expense category and by activity is presented for agency: SSA Wraparound in the Appendix on page A126

COMMUNITY SERVICES 14T - Facilities Development And Maintenance Fund
14T - FACILITIES DEVELOPMENT AND MAINTENANCE FUND
14T - Facilities Development And Maintenance Fund


This fund was established to budget and account for facili- Percent of County General Fund: N/A
ties projects approved in the County's Strategic Financial Total Employees: 0.00
plan. The fund is utilized for the repair and maintenance of
Tustin Family Campus, Orangewood Children and Family
Center, Eckhoff, and other county-owned facilities occupied
by the Social Services Agency. In addition, use of this fund
has expanded for other Agency needs such as moving costs
and other program related needs.
Budget Summary
(1) (1)
Total Revenues 918,001 866,763 635,376 500,803 (365,960) (42.2)
Total Requirements 1,624,929 3,192,010 3,985,768 5,230,103 2,038,093 63.9
Inc/(Dec) to Obligated Fund Balances (706,929) (2,325,247) (3,350,392) (4,729,300) (2,404,053) 103.4
Detailed budget by expense category and by activity is presented for agency: Facilities Development And Maintenance Fund in the Appendix on page A158

590 - In-Home Supportive Services Public Authority COMMUNITY SERVICES
590 - IN-HOME SUPPORTIVE SERVICES PUBLIC AUTHORITY
590 - In-Home Supportive Services Public Authority


This fund was established to budget and account for the In- Percent of County General Fund: N/A
Home Supportive Services (IHSS) Public Authority (PA) Total Employees: 0.00
administration costs.
The IHSS PA maintains a registry of available homecare pro-

viders, provides training to IHSS recipients and providers
and acts as employer of record to IHSS providers for the pur-
pose of collective bargaining for wages and benefits.
Strategic Goals:
■ To provide the elderly, blind and individuals with disabilities assistance in obtaining a prescreened homecare provider
that will allow them to remain safe and living independently in their own home; and provide training to increase IHSS
provider skills that will improve the quality of services they provide and enhance the life of recipients.
Budget Summary
Total Revenues 2,204,359 2,640,536 1,925,472 2,752,305 111,769 4.2
Detailed budget by expense category and by activity is presented for agency: In-Home Supportive Services Public Authority in the Appendix on page A263

COMMUNITY SERVICES 13N - OC Tobacco Settlement Fund
13N - OC TOBACCO SETTLEMENT FUND
13N - OC Tobacco Settlement Fund

Description:
This fund administers the allocation and use of the County's
share of the national Tobacco Settlement in accordance with
the conditions set forth in a local initiative, Measure H,
approved by the voters on November 7, 2000.
On November 23, 1998, the major American cigarette manu- The specific categories are as follows:
facturers agreed to a settlement (Master Settlement Agree-
1. Seniors & Persons with Disabilities: 19% is allocated to
ment [MSA]) of litigation brought by the Attorneys General
this Measure H category.
of 46 States (including California), five U.S. territories and
the District of Columbia. In addition to restrictions related 2. Emergency Room Physicians & Specialists: 23% is allo-
to cigarette advertising and underage smoking, the MSA cated to this Measure H category.
requires that the tobacco companies pay the participants an 3. Tobacco Prevention & Control: 12% is allocated to this
estimated $206 billion over a 25 year period, and $9 billion Measure H category.
annually thereafter in perpetuity. After certain adjustments, 4. Child & Family Health Services: 20% is allocated to this
the payments are distributed on the basis of population Measure H category.
(2000 census), with California estimated to receive about 5. Comprehensive E.R. Services/Trauma Centers: 6% is allo-
12.0%. Fifty percent of California's allocation remains at the cated to this Measure H category.
State level; the other 50% is distributed among eligible cities
and counties. Orange County's portion of the local share is 6. Public Safety Program & Services: 20% is allocated to this
about 7.27% of the allocable local government share. Measure H category.
Although no conditions are placed on the use of Tobacco Set-
tlement Revenue (TSR) local share by the MSA or State stat-
ute, Measure H, which took effect on July 1, 2001, restricts
the use of TSR to specific health and public safety initiatives.
Measure H was upheld in the Superior Court and requires
that 80% of the TSR be restricted to specific health related
categories, with the remaining 20% restricted to public pro-
tection programs. This revenue reimburses the Health Care
Agency and the Sheriff-Coroner according to their claims for
applicable costs and the available balance. Measure H
applies only to TSR received after July 1, 2001.

13N - OC Tobacco Settlement Fund COMMUNITY SERVICES
Budget Summary
Total Revenues 29,606,734 26,848,740 26,848,739 27,466,262 617,522 2.3
Detailed budget by expense category and by activity is presented for agency: OC Tobacco Settlement Fund in the Appendix on page A135

COMMUNITY SERVICES 13Y - Mental Health Services Act
13Y - MENTAL HEALTH SERVICES ACT
13Y - Mental Health Services Act


This fund is used to account for Mental Health Services Act Percent of County General Fund: N/A
revenues earned by the County of Orange that have pending Total Employees: 0.00
expenditure requirements. This fund is required by the
Auditor-Controller and by Generally Accepted Accounting
Principles in order to correctly report earned revenues. The
source of monies deposited to this fund will be State alloca-
tions used to pay for approved mental health services.
Budget Summary
Total Revenues 147,502,735 185,600,000 183,481,787 209,281,233 23,681,233 12.8
Inc/(Dec) to Obligated Fund Balances (84,279,705) (71,285,497) (21,015,611) (35,203,116) 36,082,381 (50.6)
Detailed budget by expense category and by activity is presented for agency: Mental Health Services Act in the Appendix on page A142

9A0 - PUBLIC FINANCING PROGRAM (PGM II) COMMUNITY SERVICES
9A0 - PUBLIC FINANCING PROGRAM (PGM II)

PUBLIC FINANCING PROGRAM (PGM II) - 9A0
9A1 Major Activities

* The purpose of these funds is to construct facility improvements, address funding and expenditure activity, and provide for
administrative expenses of the Orange County Development Agency (OCDA) and the CEO Single Family Housing Fund.
9A1 Funds
Budget
Control
Number OCDA + CEO Single Family Housing FY 2021-2022 Appropriations FY 2021-2022 Revenue
15B CEO Single Family Housing $ 1,515,000 $ 1,515,000
170 Housing Asset Fund 8,735,629 8,735,629

INFRASTRUCTURE & ENVIRONMENTAL
PROGRAM III: INFRASTRUCTURE & ENVIRONMENTAL

FY 2021-2022 FY 2021-2022 FY 2021-2022
Budget
034 OC Watersheds 17,207,129 17,207,129 0
040 Utilities 30,882,152 11,469,259 19,412,893
071 Building & Safety General Fund 15,036,052 14,952,052 84,000
080 OC Public Works 61,087,852 44,480,522 16,607,330
GENERAL FUND SUBTOTAL 124,213,185 88,108,962 36,104,223
113 Building and Safety 356,500 356,500 0

115 OC Road 77,102,891 77,102,891 0
128 Survey Monument Preservation 94,200 94,200 0
137 Parking Facilities 5,484,445 5,484,445 0
140 Air Quality Improvement 251,050 251,050 0
148 Foothill Circulation Phasing Plan 522,173 522,173 0
151 South County Roadway Improvement Program (SCRIP) 8,000,000 8,000,000 0
15T El Toro Improvement Fund 4,921,050 4,921,050 0
174 OC Road - Capital Improvement Projects 66,576,269 66,576,269 0
273 OCWR Capital Project Fund 78,778,442 78,778,442 0
274 OCWR Corrective Action Escrow 652,581 652,581 0
275 OCWR - Environmental Reserve 10,600,000 10,600,000 0
279 OCWR - Landfill PostClosure Maintenance 23,733,000 23,733,000 0
280 Airport - Operating Enterprise 211,769,324 211,769,324 0
281 Airport Construction Fund 35,483,000 35,483,000 0
283 Airport Debt Service Fund 80,248,525 80,248,525 0
284 OCWR-FRB/Bee Canyon Landfill Escrow 2,636,126 2,636,126 0
286 OCWR - Brea/Olinda Landfill Escrow 2,000,000 2,000,000 0
287 OCWR - Prima Deshecha Landfill Escrow 1,300,000 1,300,000 0
295 OCWR Importation Revenue Sharing 50,146,839 50,146,839 0
299 OC Waste & Recycling Enterprise 225,214,480 225,214,480 0
400 OC Flood 190,263,038 190,263,038 0
401 OC Flood - Capital Improvement Projects 78,896,581 78,896,581 0
404 OC Flood - Capital 133,343,618 133,343,618 0
468 County Service Area #13 - La Mirada 33,347 33,347 0
OTHER FUNDS SUBTOTAL 1,288,407,479 1,288,407,479 0
TOTAL - INFRASTRUCTURE & ENVIRONMENTAL 1,412,620,664 1,376,516,441 36,104,223

080 - OC Public Works INFRASTRUCTURE & ENVIRONMENTAL
080 - OC PUBLIC WORKS

http://www.ocgov.com/gov/pw/
080 - OC Public Works


The primary mission of OC Public Works is to protect and Percent of County General Fund: 1.49%
enrich the community through efficient delivery and main- Total Employees: 270.00
tenance of public works infrastructure, planning, and devel-
opment services. OC Public Works' vision is to "provide Facility (CUF), OC Infrastructure Programs, OC Construc-
excellent, innovative, and professional public works projects tion, OC Operations & Maintenance, OC Survey, and OC
and services to our community." OC Public Works accom- Environmental Resources. These core service areas support
plishes its mission and strategic objectives through a dedi- the three Strategic Initiatives adopted by the Board of Super-
cated professional workforce that values integrity, visors:
accountability, service, and trust. ● Protecting Our Community
OC Public Works is organized around the department's ten ● Building for the Future of Our Community
core service areas: OC Fleet Services, OC Development Ser- ● Promoting a Healthy Community
vices, Administrative Services, OC Facilities - Design & Con-
struction, OC Facilities Maintenance & Central Utility
Strategic Goals:
■ OC Public Works has developed three overarching department goals for 2020 and 2021 to support the County's Strategic
Priorities:
1) Increase Customer Service Efficiencies through Technology
2) Enhance the Built Environment through Infrastructure
3) Improve Processes and Update Policies
■ OC Public Works seeks to achieve these goals through various strategic initiatives. The OC Public Works Capital Improve-
ment Program (CIP) approved by the Board annually is part of a larger 20-year Strategic Plan meant to ensure the stability
of project management aligned with available funding streams to accomplish infrastructure project delivery. OC Infra-
structure Programs delivers 90% of projects outlined in the horizontal Capital Improvement Program.
■ OC Public Works also provides County leadership on projects supporting the greater County community. OC Public
Works provides project management services for the new County Administration North (Building 14) project, the new
Yale Navigation Center/Shelter, the Central Utility Facility, John Wayne Airport and other large-scale vertical projects.
■ Innovation and technology initiatives are core to gaining efficiencies in service delivery and strategic management. OC
Public Works is currently expanding the Computerized Maintenance Management System (CMMS), to create efficient and
streamlined services, self-service options for customers, and improve reporting capabilities.
■ OC Public Works protects the community by providing excellent customer service and meeting regulatory compliance
measures through OC Environmental Resources/Agricultural Commissioner, OC Facilities - Design & Construction, OC
Facilities Maintenance & CUF and building & safety issues through OC Development Services permit, planning and code
enforcement services.

INFRASTRUCTURE & ENVIRONMENTAL 080 - OC Public Works

MEASURES WORK ORDER REQUESTS 95% 100% While the initial review and processing of
TRIAGED WITHIN 10 DAYS OF RECEIPT. maintenance requests remains high.
What: Measures work order requests triaged Scheduling, execution and closeout of requests
within 10 days of receipt. will be streamlined as we mirage to the new
Why: Public & employees rely on building & Computerized Maintenance Managements
grounds to be safe, clean, comfortable & healthy System (CMMS) in 2021.
environments.
OC DEVELOPMENT SERVICES: 99% 97% Neighborhood Preservation is meeting its goal of
NEIGHBORHOOD PRESERVATION CASES responding to 97% of code violation complaints
INITIAL RESPONSE RATE within 3 business days (99% actual).
What: Measures code violation complaints
(cases) responded to within 3 business days.
Why: Enforcing state and local codes is
necessary to protect the health and safety of the
community.
OC DEVELOPMENT SERVICES: CUSTOMER 98% 90% Daily customer surveys show that OC
SERVICE SATISFACTION. Development Services is achieving a 98%
What: Measures of OC Development customer success rate in customer service satisfaction.
evaluations that rate "Excellent" or "Good."
Why: Allows Dev. Svcs. to better evaluate the
quality of services & focus on areas requiring
improvement.
OC DEVELOPMENT SERVICES: 99% 99% Planning and Land Development are meeting the
DISCRETIONARY PERMIT PLAN SUBMITTALS targeted goal of responding to 99% of all
RESPONDED TO WITHIN 30 DAYS. discretionary permits within 30 days.
What: Measures discretionary permit plan
submittals responded to within 30 days.
Why: Verifies that plans adhere to County
planning standards and ensures excellent
customer service.

■ On January 12, 2021, the Board of Supervisors adopted General Plan Amendment T20-02 Transportation Element to
delete the "Conceptual Proposed" Cristianitos Road, south of Cow Camp Road and add to the Plan the alignment of Los
Patrones Parkway Extension (LPPE) from Cow Camp Road to Avenida La Pata and designate it a Primary Arterial High-
way.
■ On January 12, 2021 the Board of Supervisors adopted T20-03 Transportation Element to reclassify Chiquita Canyon
Drive from its current Secondary Arterial Highway designation to a Divided Collector Arterial, add the alignment of
Fauna Drive as a Commuter roadway (Collector Arterial) between Chiquita Canyon Drive and Esencia Drive, and add the
alignment of Esencia Drive as a Commuter roadway (Collector Arterial) between Andaza Street and Fauna Drive. The
changes are consistent with the Orange County Master Plan of Arterial Highways (MPAH), which is maintained by the
Orange County Transportation Authority.
■ On November 17, 2020, the Board of Supervisors adopted the County of Orange 2020 Local California Environmental
Quality Act Procedures Manual and 2020 Standard California Environmental Quality Act Agenda Staff Report Template
Language to update the County of Orange's local policies and procedures for implementation of updated California Envi-
ronmental Quality Act Statutes and Guidelines.

■ On November 17, 2020, the Board of Supervisors adopted General Plan Amendment GPA 20-01 - Land Use, Transporta-
tion and Growth Management Elements, the Guidelines for Evaluating Vehicle Miles Traveled Under CEQA and the 2020
Updated Transportation Implementation Manual to incorporate new metrics for CEQA transportation analysis and
ensure compliance with recent state-mandated changes.
■ Supported the County Wide COVID-19 response by:
● Assisted with the reopening of temporary shelters for the homeless.
● Complied with health and safety measures by designing and installing clear germ shields, installing touchless fixtures,
procuring hand sanitizers from local vendors and distributing dispensers, and completing HVAC assessments to
ensure proper air filtration and adequate fresh air.
● Set up booths at the Honda Center for the Clerk-Recorder to continue provide critical services.
● Developed a cost tracking model for COVID-related expenses/CARES reimbursement.
● Reduced service and commodities invoicing days-to-pay average from 56 to 40.
OC Public Works
OC Facilities OC Facilities
OC Development Administrative
Director OC Fleet Services Design & Maintenance &
Services Services
Construction CUF
OC
OC Infrastructure OC Operations &
OC Construction OC Survey Environmental
Programs Maintenance
Resources
Director - The OC Public Works Director's Office provides OC Development Services - Manages the development of
overall guidance for operating the Department, oversees a the county with services provided for the purposes of plan-
total of approximately 865 OC Public Works positions, and ning, entitlement, and ensuring compliance with develop-
ensures that OC Public Works provides quality services to ment requirements of private and public project applicants
other County departments and to the public. within unincorporated county areas. OC Development Ser-
vices planners, engineers, inspectors, technicians, and
OC Fleet Services - Provides professional fleet management administrative support personnel serve the current advance
services for a fleet of approximately 3,000 vehicles and spe- and environmental planning, through stewardship of the
cial-use equipment. Services include: vehicle life-cycle man- physical environment, and varying demands of the future
agement, procurement, maintenance/repair, and compliance residents of Orange County. OC Development Services meets
with state and federal emissions regulations. the time-sensitive needs of the development community
through expedited entitlement and permit processing avail-
Administers two Clean Air funds (Fund 140 and Fund 270) able for planned communities within the County's jurisdic-
to promote and support the County's efforts to reduce green- tion. Community outreach and involvement with the
house gas emissions. stakeholders of the County of Orange (residents, business
owners, and Board-appointed committees) is critical in OC
Development Services' efforts to maintain clean, healthy and

safe neighborhoods in the unincorporated communities federal requirements for levees and dams; sustains pro-
within Orange County. In developing relationships with and grams that help reduce flood insurance costs for home and
working alongside stakeholders, a true community approach business owners, modify and/or protect facilities to facilitate
towards developing and preserving unincorporated County construction of flood control projects. OC Infrastructure
communities can be achieved. Programs: 1) Develops and administers County's flood capi-
tal improvement program; develops Project Programming
Administrative Services - Administrative Services pro- Reports; manages flood funding; and secures and manages
vides the administrative management framework for the grant-funding projects; 2) Designs and manages all flood
organization. Staff accomplishments in this business unit channels projects in the unincorporated areas of Orange
are rarely visible to the public as they work behind the County. This effort includes the study of the County's various
scenes to support the department. The functions include watersheds, the prioritization of Capital Improvement Proj-
Accounting Services, Finance Services, Human Resources ects with a focus on removal from Floodplain, improving
Services, Training and Employee Services, Information flood protection, increasing system efficiency, and the
Technology Services, Strategic Communications, Procure- reduction of recurring maintenance costs. Deliverables
ment Services, Business Services, and Revenue Streams. related to this work include watershed studies and reports in
Administrative Services provides essential support services, addition to the development of Plans, Special Provisions,
ensures proper internal controls are in place, and establishes and Estimates for Flood Capital Improvement Projects; 3)
policies and procedures to ensure the smooth functioning of Secures regulatory permits and meet the environmental
this department with all its many partners. requirements; to protect species and habitat; and mitigate
the impact of projects.
OC Facilities - Design & Construction - OC Facilities
Design & Construction Management provides professional OC Construction - Manages capital improvement construc-
architectural and engineering services for the alteration and tion contracts and provides inspection services for the con-
construction for vertical capital projects and programs to struction of roadways, road maintenance improvements,
various County owned buildings and facilities. The most vis- bridges, and bikeways in the unincorporated areas of Orange
ible product of the unit is the construction and maintenance County; provides quality assurance materials testing ser-
of functional, practical, and aesthetically pleasing facilities vices; provides geotechnical recommendations for design of
for both business and recreational use by the employees and County infrastructure and development projects; ensures
residents of the County of Orange. contractors' activities comply with the National Pollutant
Discharge Elimination System (NPDES); and administers
OC Facilities - Maintenance & CUF - Facilities Mainte- the County's Pavement Management Program.
nance operates and maintains County owned and occupied
buildings on approximately 257 properties and facilitates OC Operations & Maintenance - Provides a wide range of
and manages maintenance projects related to physical plant maintenance services to Orange County's unincorporated
equipment. The Central Utility Facility (CUF) provides elec- areas and 320 miles of maintained county roads. Operations
tricity, steam and chilled water to various buildings and and Maintenance also provides maintenance services for the
facilities within the Civic Center on a 24-7 basis. OC Facili- contracted cities of Lake Forest (On-Call services), Mission
ties Maintenance & CUF will continue to support Orange Viejo and Dana Point, as well as the San Joaquin Hills Trans-
County operated facilities and ensure a safe and functional portation Corridor Agency and the Foothill/Eastern Trans-
environment for County employees and the public. Facilities portation Corridor Agency. Operations & Maintenance also
Maintenance continues to meet this challenge by the plays a crucial role in responding to the needs of the public
research, planning and implementation of maintenance and in the aftermath of devastating earthquake, fire and storm
reliability best practices to maximize the life cycle of physical events.
plant equipment while minimizing cost.
OC Survey - Map Checking and Right-of-Way Business Unit
OC Infrastructure Programs - The Service Area provides - Provides technical map checking services for all subdivi-
project management and oversight for all flood infrastruc- sions within the county. This includes reviewing all subdivi-
ture capital improvement projects. Also works with water/ sion maps for incorporated cities. This Business Unit
sanitation districts, utility companies and other public agen- performs technical reviews for all Corner Records, Records
cies to relocate; works towards compliance with state and of Survey, Lot Line Adjustments, Certificate of Compliance,

Tentative Maps, Parcel Maps, and Tract Maps. This Business OC Environmental Resources - OC Environmental
Unit provides technical review for all County Right-of-Way Resources is comprised of OC Watersheds and OC Agricul-
acquisitions and dispositions, in support of OC Public tural Commissioner.
Works, Santa Ana River, and many other County Agencies
involved in real estate transactions. This Business Unit is OC Watersheds is responsible for operation of an advance
also responsible for technical review and approvals for all flood warning system called Automated Local Evaluation in
annexations within the county. This Business Unit provides Real Time (ALERT) which consists of multiple flood control
new addresses and facilitates address revisions within the channel/basin water level sensors, rain gauges and other
unincorporated territory of the county. weather sensors located at 85 sites throughout the county.
Data from the ALERT system is fed directly to the OC Public
Field Survey Business Unit - Performs an array of surveying Works Department Operations Center as well as the County's
tasks utilizing some of the most efficient, technologically Emergency Operations Center during storm events. ALERT
advanced equipment available. Robotic Total Stations, High also supports regulatory compliance monitoring programs
Definition Surveying and Global Positioning Satellites (GPS) and provides real-time hydrologic data to OC Public Works
receiver units are used in conjunction with data collection staff and the public.
and construction staking software which enable timely,
accurate and cost-effective delivery of survey information. One third of the ALERT network sites are water-level gauges.
This Business Unit provides design and boundary surveys in These gauges are used to monitor real-time water level
support of all capital improvement projects designed and height in flood control channels, basins and lakes. Gauges
managed by OC Public Works. are monitored daily and serviced monthly. Service at sites
includes inspection, calibration, stream gauging, data col-
Geospatial Services Business Unit - Provides Geographic lection and needed repairs. Data collected in real-time and
Information System (GIS) mapping in support of OC Public via downloads is processed and archived.
Works, and other agencies in need of mapping products.
This Business Unit is the author of the Land Information OC Watersheds also maintains a network of 25 historical
System, which accounts for all new subdivisions, and parcel precipitation sites. Each site measures every 0.01 inch of
adjustments within the county. This Business Unit main- rainfall. The data is stored at the site, bimonthly all sites are
tains the geodetic infrastructure including: bench mark ele- serviced which includes calibration, cleaning and data
vations, horizontal control points, county boundaries, and download. The data then undergoes a Quality Assurance/
the operation of the Orange County Real Time Network. This Quality Control process and is archived. The data is used in
Business Unit also provides Aerial Photography and Videos flood design, hydrology, permitting and water quality.
using UAV (Drones), and provides GIS Application Develop-
ment and Support to all County Departments who need
mapping exhibits and products.

Ten Year Staffing Trend: ■ During the FY 2021-22 budget process, added 1 posi-
tion transferred from Utilities to align staff within units
400 370
345
for workload balancing.
350 327
304 312 303
300
285 288
273 270
In FY 2020-21, to reduce the budget shortfall due to the
250
pandemic related revenue losses, 5 positions associated
200
with the Voluntary Incentive Program were deleted off-
150 set by adding 1 position reinstated to the Revenue
100 Streams section.
50
■ During the FY 2020-21 budget process, added 9 posi-
0
tions: 1 transferred from Parking Facilities, 6 trans-
ferred from John Wayne Airport Facilities Management
Division, 1 reinstated to the Agricultural program sec-

tion and 1 reinstated to Pesticide Use enforcement offset ■ During the FY 2015-16 budget process, added 5 posi-
by deleting 37 vacant positions per CEO recommendations: 1 position transferred from OC Watersheds, 3
tion. from OC Road and 1 from Building & Safety General
Fund offset by deleting 6 positions: 3 positions trans-
In FY 2019-20, deleted 1 position per the County's
ferred to Building & Safety General Fund, 1 to Parking
Vacant Position Policy and deleted 1 position trans-
Facilities and 2 to OC Road to align staff within units for
ferred to Utilities to align staff within units for workload
workload balancing and added 1 position transferred
balancing.
from OC Flood for Civic Center Customer Service
■ During the FY 2019-20 budget process, deleted 10 posi- related to the Civic Center Campus.
tions transferred to OCIT Countywide Services for
In FY 2014-15, deleted 30 positions transferred to OCIT
Access Control Team offset by adding 3 new positions to
Shared Services for integration to the newly established
enhance operational efficiency and improve customer
Budget Control 037 OCIT Shared Services, deleted 41
service.
positions: 1 position transferred to Watersheds, 4 to
In FY 2018-19, deleted 1 position transferred to County Utilities, 5 to OC Road, 1 to Parking Facilities, 2 to OC
Executive Office Real Estate and deleted 1 regular posi- Fleet, 7 to OC Flood and 21 regular positions offset by
tion to meet Planner Series Maintenance study. adding 23 positions: 2 positions transferred from OC
■ During the FY 2018-19 budget process, added 4 new Road, 3 from OC Flood and 18 new positions due to
positions: 1 position for Access Control Services, 1 for reorganization phases I and II and added 6 positions
Weights and Measures and 2 for Agricultural Commis- transferred from OC Community Resources (OCCR) as
sioner to meet demands and enhance operational effi- part of OCCR's minor reorganization to realign available
ciency, added 4 positions: 2 positions transferred from support, enhance operational efficiency, and improve
OC Flood, 1 from Parking Facilities, 1 from Building & customer service.
Safety General Fund offset by deleting 2 positions: 1 ■ During the FY 2014-15 budget process, deleted 18 posi-
position transferred to OC Flood and 1 to Parking Facil- tions: 5 positions transferred to Auditor-Controller for
ities to align staff within units for workload balancing. Accounts Payable Services and 13 positions to CEO Real
In FY 2017-18, added 2 positions transferred from Estate for alignment with other Real Estate functions.
Social Services Agency to enhance operational effi- In FY 2013-14, added 5 positions: 1 position transferred
ciency. from OC Watershed, 2 from OC Fleet, 2 from OC Flood
■ During the FY 2017-18 budget process, added 7 posi- offset by deleting 5 positions: 1 position transferred to
tions: 4 positions transferred from OC Flood and 3 from OC Watershed, 2 to OC Fleet, 1 to OC Flood and 1 to
Utilities offset by deleting 2 positions: 1 position trans- Utilities to align staff within units for workload balanc-
ferred to OC Flood and 1 to OC Road to align staff ing.
within units for workload balancing. ■ In FY 2012-13, deleted 25 positions: 12 positions trans-
In FY 2016-17, added 11 positions: 10 positions from ferred to County Executive Office for reassignment of
OC Road and 1 from OC Flood to align staff within units Corporate Real Estate Unit, 1 position to Workers Com-
for workload balancing. pensation ISF to centralize the County Safety Program,
11 positions to Human Resources to Centralize Human
■ During the FY 2016-17 budget process, added 3 posi- Resource Services and 1 position to OC Flood to align
tions transferred from OC Road to align staff within staff within units for workload balancing.
units for workload balancing.

Budget Summary
OC Public Works provides leadership in support of Countywide priorities and initiatives such as the Civic Center Facilities
Strategic Plan and project management of the new County Administration North (Building 14) project, the Courtyard Shelter
close out, new Yale Street Homeless Shelter. OC Public Works is instrumental in providing a safe environment for the County
staff and public during the COVID-19 pandemic. OC Public Works is also working to enhance the Customer Relationship Man-
agement System to support a One Stop Shop within the new County Administration South (Building 16) to support County-
wide services for constituents visiting the Civic Center. Appropriations for operational costs associated with budgeted capital
improvement projects are included in the budget.
Budget Control 080, OC Public Works, FY 2021-22 Recommended Budget includes appropriations of $61.1 million which is
$3.3 million lower (5.2%) than the FY 2020-21 Modified Budget. There is no growth in Net County Cost support allocated by
CEO to County General Fund budget controls to offset increasing operating costs and Salaries & Employee Benefits that are out
of the department's control. The Revenue budget of $44.5 million is $3.0 million lower (6.40%) primarily due to lower Inter-
governmental Revenues.

PB Req.
Restore Appropriations and Net Restore $209K in appropriations and Net Restored funding will ensure adequate operational 20659
County Cost to Maintain Current County Cost to keep projects on schedule and funding is sustained for County-owned or operated
Level of Service maintain safe functional facilities. facilities maintenance and custodial functions.
Amount:$ 208,723

Total Positions 270 269 269 270 1 0.4
Total Revenues 35,097,579 47,520,931 38,820,102 44,480,522 (3,040,409) (6.4)
Net County Cost 16,216,024 16,912,108 16,684,829 16,607,330 (304,778) (1.8)
Detailed budget by expense category and by activity is presented for agency: OC Public Works in the Appendix on page A91

■ Standardize process for California Environmental Quality Act (CEQA) review, and update Local CEQA Procedures Manual
(2020).
■ The Comprehensive Zoning Code Update addresses landscaping and water conservation; water quality; parking, mobility
and connectivity; use regulations; development standards; sober living; nuisance; other zoning code fixes. Some of the
items are technically outside of the Zoning Code, but will be part of the same process.
■ Facilitate the development Subarea 3.1 and 3.2 of the Ranch Plan Planned Community through expedited entitlement and
permit processing.


OC Facilities
OC OC Facilities - OC OC OC
OC Fleet Development Administrative - Design & Maintenance Infrastructure OC Operations & Environment
No. Agency Name Director Services Services Services Construction & CUF Programs Construction Maintenance OC Survey al Resources Total
034 OC 0 0 0 837,336 0 0 0 0 0 57,500 16,312,293 17,207,129
Watersheds
040 Utilities 0 0 0 200,000 0 30,682,152 0 0 0 0 0 30,882,152
071 Building & 4,223,057 0 10,643,074 169,921 0 0 0 0 0 0 0 15,036,052
Safety
General Fund
080 OC Public 2,339,806 0 7,205,221 18,381,481 5,245,543 15,180,056 145,000 499,000 4,004,500 503,500 7,583,745 61,087,852
Works
113 Building and 356,500 0 0 0 0 0 0 0 0 0 0 356,500
Safety
115 OC Road 24,630,133 0 629,496 2,171,589 0 0 9,180,658 8,397,082 22,251,733 8,159,929 1,682,271 77,102,891
128 Survey 1,300 0 0 0 0 0 0 0 0 92,900 0 94,200
Monument
Preservation
137 Parking 0 0 0 5,484,445 0 0 0 0 0 0 0 5,484,445
Facilities
140 Air Quality 0 251,050 0 0 0 0 0 0 0 0 0 251,050
Improvement
148 Foothill 346,673 0 0 3,000 0 0 172,500 0 0 0 0 522,173
Circulation
Phasing Plan
151 South County 8,000,000 0 0 0 0 0 0 0 0 0 0 8,000,000
Roadway
Improvement
Program
(SCRIP)
174 OC Road - 11,603,699 0 0 0 0 0 54,972,570 0 0 0 0 66,576,269
Capital
Improvement
Projects
270 Compressed 0 366,139 0 0 0 0 0 0 0 0 0 366,139
Natural Gas
Enterprise
Fund
296 OC Fleet 5,155,268 46,864,592 0 0 0 0 0 0 0 0 0 52,019,860
Services
400 OC Flood 100,369,795 0 413,085 1,731,862 0 0 14,318,123 9,074,391 40,844,538 11,142,892 12,368,352 190,263,038
401 OC Flood - 8,612,581 0 0 0 0 0 70,284,000 0 0 0 0 78,896,581
Capital
Improvement
Projects
404 OC Flood - 64,413 0 0 475,626 0 0 131,463,079 0 295,000 1,045,500 0 133,343,618
Capital
468 County 33,347 0 0 0 0 0 0 0 0 0 0 33,347
Service Area
#13 - La
Mirada
Total 165,736,572 47,481,781 18,890,876 29,455,260 5,245,543 45,862,208 280,535,930 17,970,473 67,395,771 21,002,221 37,946,661 737,523,296

034 - OC Watersheds INFRASTRUCTURE & ENVIRONMENTAL
034 - OC WATERSHEDS
034 - OC Watersheds

Description:
To provide strategic leadership on water quality and water
resources across Orange County and beyond.
Pollutants from the urban environment can degrade surface Total Employees: 42.00
waters such as creeks and beaches, making them less able to
support fishing, swimming, wildlife habitat, and other bene- Its mission is to preserve, protect, and enhance coastal
ficial uses. In addition to federal and state mandates, greater resources and inland surface waters throughout Orange
public awareness and environmental activism have created a County. OC Watersheds serves as the lead agency for all 34
new level of expectation for local government to address sur- cities in Orange County, the OC Flood Control District, and
face water quality and watershed protection issues. These other public and private entities in complying with the
regulations have no dedicated funding to offset costs. The countywide municipal stormwater permits as well as for
OC Watersheds Program was created in 2000 to provide numerous surface water quality regulations specific to indi-
regional leadership and coordination of surface water qual- vidual bodies of water within Orange County. It also provides
ity and watershed protection efforts. hydrographic and precipitation monitoring countywide,
integrated water resource planning, and environmental
assessment.
Strategic Goals:
■ Provide leadership to County agencies and departments, cities, other agencies, and the public on protecting the beneficial
uses of surface waters throughout Orange County.
■ Promote science as a foundation for innovative and effective environmental regulations and water quality solutions.
■ Advance the scientific understanding of water quality to effectively protect the beaches, streams, and estuaries of Orange
County.
■ Build collaborative relationships with the public and private sectors as well as the public at large to develop consensus on
water resource issues, leverage resources, and achieve efficiencies of scale.
■ Achieve compliance with water quality laws and regulations for all County agencies and departments as well as partner-
ing organizations.
■ Provide integrated watershed planning solutions to water resource issues that benefit the County, cities, and water dis-
tricts throughout Orange County.

AVERAGE GRADE IN THE HEAL THE BAY 3.8 average grade of the The target is 4.0 (An A Achieved a 4.2 grade point average for Orange
REPORT CARD BASED ON THREE DISTINCT three Heal the Bay reporting grade average). County beaches during summer months, a 4.1
REPORTING PERIODS IN THE YEAR. periods (Summer, Winter and grade point average during winter months, and a
What: Heal the Bay issues a beach water quality Wet Weather). 3.06 grade point average during wet weather.
report card for beaches throughout California. (Note: 2019-20 winter month and wet weather
Why: Tracking beach water quality grades is a GPA scores are used for this report as the
general indicator of overall stormwater quality reporting periods end 3/31/21).
efforts.

INFRASTRUCTURE & ENVIRONMENTAL 034 - OC Watersheds

TOTAL NUMBER OF PARTNERS IN CURRENT 181 cumulative partners 186 cumulative partners Continue to expand our partnerships and have
COOPERATIVE AGREEMENTS. across all cooperative across all cooperative external partners voluntarily join cooperative
What: Regional leadership preserving, agreements. agreements. programs that OC Watershed leads. In addition,
protecting, and enhancing coastal resources and continue laying the groundwork for multi-agency
surface waters. project partnerships and cooperative funding
Why: A measure of our leadership success is the through developing of a water quality and credit
total number of partners participating. trading program.

■ Outfall Capture Feasibility Studies (OCFS) was completed at 20 major outfalls, achieving the Unnatural Water Balance
Highest Priority Water Quality Condition (HPWQC) 2020 milestone identified in the South Orange County Water Quality
Improvement Plan (WQIP). The main objective of the feasibility studies is to characterize the sources, such as groundwa-
ter, potable water, recycled water, sewage, and magnitude of dry weather flow to the outfalls. The findings from these
studies will be used by agency partners to inform selection of outfall-specific management options, such as diversions to
sanitary sewer, or retrofits within existing stormwater facilities, to reduce dry weather flow that have been identified as
unnatural.
■ Conceptual Geomorphically Referenced Basis of Design Guideline (GRBoD Guideline) (Appendix I of the South OC
WQIP) was developed to describe a conceptual design approach to rehabilitate or improve geomorphic form and function
of reaches impacted by hydromodification. The draft GRBoD Guideline was distributed and reviewed amongst Orange
County MS4 Permittees, internal County agencies, and resource agencies (California Department of Fish and Wildlife, US
Fish and Wildlife, and US Army Corp of Engineers). The Guideline was revised to address the comment received and has
been finalized achieving the Channel Erosion HPWQC2020 annual compliance milestone identified in the WQIP.
■ Stormwater Quality Asset Inventory and Pollutant Load Reduction Estimates special study was conducted to standardize
stormwater quality asset tracking and performance assessment. As part of this study, an open-source web application
(OC Stormwater Tools) was developed with modules to support Best Management Practice (BMP) inventory; condition
assessment; maintenance tracking; catchment delineations; trash capture calculations; modeling pollutant load and
water balance estimates; reports summarizing key metrics from the BMP inventory and modeling results; and a draft
public view of these results. Permittees have inventoried more than 1,470 structural stormwater BMPs and over 640 water
quality management plans (WQMP) sites in the WMA thus far.
■ South OC Integrated Regional Water Management (IRWM) Update: The Aliso Creek Watershed Project Collaboration
Group was established in 2019 to pilot a stakeholder-driven a project planning process to establish watershed-scale
desired outcomes that will be met with regionally supported projects. Over 50 representatives of over 30 different organi-
zations are participating in the effort, including cities, water agencies, wastewater agencies, transportation agencies, non-
profits/NGOS. The Project Collaboration Group met four times in 2019, and once in 2020 due to COVID-19; however, a
Reference Guide was developed and distributed to stakeholders that consolidates information for key collaboration mate-
rials and represents a living document to allow for updates as Watershed understanding advances and additional tools are
developed for our stakeholders.
■ Orange County Stormwater Resources Plan (OC SWRP) Update: County staff successfully updated and submitted the OC
SWRP to the State Water Resources Control Board, ensuring eligibility for Orange County agencies seeking Storm Water
Grant Program funding. As part of this update, a dynamic project submittal and prioritization process was developed for
the North and South IRWM Hub Sites. The OC Plan enabled a $6 million Santa Margarita Water District stormwater cap-
ture project to qualify for funding in Round 2 of the Proposition 1 Storm Water Grant.
■ Adopt A Channel Program Update: County staff developed procedures for the adoption of earthen channels by relying on
the recently issued OCPW Countywide Long-Term Routine Maintenance Program; State Water Resources Control Board
(SWRCB) ID SB13007IN permit. As a result, new earthen channel adoptions took place, two in South Orange County and
one in North Orange County.

■ Reduction to the Newport Bay/San Diego Creek Sediment Total Maximum Daily Load (TMDL) Scour Surveying Require-
ments: Culminating over a year's effort to modify and improve annual program requirements of the Sediment TMDL, the
Santa Ana Water Board approved a reduction of scour surveying frequency requirements in 2020, which: acknowledged
regulatory requirements for the program are being achieved; created an estimated savings of $50,000 for the current fiscal
year, with additional cost savings anticipated in future fiscal years; reduced the workload required from OC Survey for
this program; and developed new flexibility on implementing sediment removal activities for the San Diego Creek in-
channel basins by OC Operations & Maintenance.
■ Prado Basin Property Acquisition Support: OC Environmental Resources worked relentlessly to conduct approximately 50
Hazardous Materials Assessment (HMA) studies for pending property acquisitions in the Prado Basin to meet critical
funding obligation deadlines from the U.S. Army Corps of Engineers. Working with various project teams in OC Public
Works and CEO/Real Estate Services, the properties were divided into multiple study areas for HMA reporting efficiency,
which includes spatially organized residential, commercial, industrial, and open space parcels.
■ Ten Year Anniversary of the OC Environmental Resources Internship Program: September 2020 concluded the 10th con-
secutive year of the OC Environmental Resources Summer Internship program. Since 2011, this program has mentored
over 100 college students and recent graduates from universities across the country while providing valuable staff support
for Environmental Resources. With the onset of COVID-19, this program was confronted with unprecedented challenges
in maintaining personnel safety and social distancing, still, through creative adapted protocols, OC Environmental
Resources was able to safely and successfully onboard multiple interns in 2020 utilizing enhanced safety measures. These
interns were highly productive and contributed to many key compliance program efforts.
■ Green Infrastructure Unit: This new compliance unit was created to oversee County-owned green infrastructure assets,
water quality treatment facilities and National Pollutant Discharge Elimination System (NPDES) permit compliance for
County construction projects. The unit was formed to ensure that new development projects are managed in compliance
with stormwater requirements from project design, construction, close out and long-term maintenance and performance
monitoring. The newly formed unit consolidates functions that were spread across several units and staff and addresses
the growing expertise and time commitment necessary for successful ongoing maintenance and monitoring of County-
owned green infrastructure.
OC Environmental Resources - OC Watersheds - Countywide Municipal Stormwater Program: Coordinate regional compli-
ance activities and programs for two municipal National Pollutant Discharge Elimination System (NPDES) permits. The
County, serving as the lead permittee for the 36 municipal stormwater co-permittees, develops compliance programs, con-
ducts countywide water quality monitoring of creeks, channels, bays, and harbors; conducts water pollution investigations;
and performs spill response and abatement. The County also coordinates the Local Implementation Program with County
agencies and departments to ensure the County's own compliance, including best management practices for all County facili-
ties and conditioning new development with water quality protection requirements.
Total Maximum Daily Load (TMDL) Programs: These regulations are adopted by state and federal agencies to address
water quality impairments in specific bodies of water. TMDLs adopted to date include sediment, nutrients, fecal coliform and
toxic contaminants in the Newport Bay watershed; indicator bacteria for south Orange County beaches and Aliso Creek; and
metals and indicator bacteria for Coyote Creek.
Watershed Resources and Mitigation Programs: The 11 watersheds in Orange County have been grouped into two Water-
shed Management Areas (WMAs) to increase opportunities for collaborative partnerships with cities and special districts.
Collaborative management plans have been developed for each WMA to integrate water quality, flood control, water supply,
and environmental enhancement projects across multiple agencies and partners. The Mitigation Program oversees the post-
construction maintenance and monitoring of performance standards of OC Public Works Department mitigation sites, which
are established as compensatory mitigation for impacts from capital improvement projects and infrastructure maintenance.

INFRASTRUCTURE & ENVIRONMENTAL 034 - OC Watersheds
Technical support to County agencies and departments includes operation of the Automated Local Evaluation in Real Time
(ALERT) telemetry network, an automated hydrologic and meteorological data collection system of over 100 rainfall, water
level, and other sensors located in flood control channels, reservoirs, basins, and throughout Orange County. OC Watersheds
also conducts hazardous materials investigations for all County land acquisitions as well as other environmental and technical
services as required.
■ During the FY 2018-19 budget process, deleted 2 posi-
Ten Year Staffing Trend: tions transferred to OC Flood to align staff within units
46 45 ■ In FY 2015-16, deleted 2 positions: 1 position was trans-
45
44
ferred to Building & Safety General Fund and 1 to OC
43 43
43 42 42 42
Public Works to align staff within units for workload
42 41 balancing.
41 40 40 40
40 ■ In FY 2014-15, added 6 positions: 1 position transferred
39 from OC Public Works, 1 from OC Road and 4 new posi-
38 tions offset by deleting 1 position transferred from OC
37
Road due to reorganization phases I and II.
■ In FY 2013-14, added 1 position transferred from OC
Ten Year Staffing Trend Highlights: Public Works and deleted 1 position transferred to OC
Works to align staff within units for workload balanc-
■ During the FY 2019-20 budget process, added 1 new
ing.
position in Support Services.
Budget Summary

Continue to expand partnerships with cities, special districts, landowners, and other parties to improve Orange County's
water resources management, develop innovative multi-benefit project options, and achieve programmatic cost savings. This
will be accomplished primarily through the Water Quality Improvement Plan for south Orange County and the Watershed
Improvement Projects Subcommittee for the four principal watersheds in North Orange County: Coyote Creek, Anaheim Bay/
Huntington Harbor, Santa Ana River, and Newport Bay. Negotiate practicable conditions in the municipal stormwater permits
expected to be reissued between 2021 to 2022. Expand the County's proactive role in formulating new regulations or revising
existing regulations to ensure practical implementation and cost effectiveness, as well as modifying existing regulations.

OC Public Works Budget Control 034, OC Watersheds, FY 2021-22 Budget of $17.2 million is $742 thousand lower than the FY
2020-21 Modified Budget. Salaries and Benefits increased due to negotiated pay and benefit increases. Services and Supplies
decreased primarily due to a decrease of contract services.


(1) (1)
Total Revenues 14,566,261 17,948,636 16,459,900 17,207,129 (741,507) (4.1)
Net County Cost 316,317 0 0 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: OC Watersheds in the Appendix on page A48

■ Regulatory mandates continue to increase in number, scope, and complexity. The Santa Ana and San Diego Regional
Water Quality Control Boards reissue municipal stormwater permits for the County, cities, and OC Flood Control District
every five years. In each renewal cycle, mandates are added and expanded to increase the protection of the drinking water
supply, fishing, swimming, and other uses of Orange County's streams, bays, harbors, and beaches.
■ In addition to NPDES requirements, state and federal regulators periodically assess the health of waterways. When data
show pollution levels are impairing the uses of those waters, they are added to a list of water quality impairments under
the Federal Clean Water Act. In the most recent updates, the list of impairments in Orange County increased from 119 to
166. A new regulation called a Total Maximum Daily Load (TMDL) is then developed to correct each impairment. To date,
33 TMDLs have been adopted that impose corrective measures on the County, OC Flood Control District, cities, and other
public and private entities. Both the currently adopted mandates and the growth trend in this regulatory arena are
expected to outpace the Department's resources to address the problems, as well as outpace the Department's ability to
sustain compliance.
■ The County has taken a leadership role in crafting regulatory approaches, as well as investing in science and regulatory
development to bring forward TMDL and other regulations for adoption by the Regional Boards. In collaboration with
Riverside and San Bernardino counties, regulators, and other stakeholders, a major revision to the Santa Ana Regional
Board's basin plan was completed to rationalize recreational water quality standards for streams and channels. Further
such efforts are planned, including statewide efforts on shellfish and pesticides. In a similar proactive manner, efforts are
being undertaken with the San Diego Regional Board and the County and City of San Diego to address recreational water
quality standards in both fresh and marine waters, including completion of an innovative cost benefit analysis.
■ Integrated Regional Water Management (IRWM) Plans have been completed for all three Watershed Management Areas
(WMAs) to develop collaborative water management strategies and integrate the management of water supply, water
quality, flood management, and natural resource protection. The South OC IRWM Plan covers the South WMA and The
OC Plan for North Orange County covers both the North and Central WMAs. The plans identify solutions to meet regula-
tory mandates and other water needs, and establish a context for multiple agencies to collaborate on implementation. The
plans also position Orange County agencies for grant funding opportunities and prioritize implementation projects for
North and South Orange County.

INFRASTRUCTURE & ENVIRONMENTAL 040 - Utilities
040 - UTILITIES
040 - Utilities


Develop, implement and monitor programs to operate pub- Percent of County General Fund: 0.75%
lic facilities in the safest, environmentally sound, efficient Total Employees: 19.00
and cost effective methods possible for the benefit of the
public we serve. Utilities operates the Central Utility Facility County Departments. This group is also responsible for
(CUF), which provides cost effective steam and chilled water operations and maintenance of the County's building auto-
for heating and cooling to County, City, State, and Federal mation system controlling heating, cooling, and lighting
facilities within the Civic Center as well as lower cost elec- throughout the county.
tricity. Utilities Fund provides utility sustainability monitor-
ing and programs for utilities and trash collection for
Strategic Goals:
■ Operate the CUF in the safest, most environmentally sound, cost-effective and efficient manner possible to provide non-
interrupted service to all CUF stakeholders at a minimum cost.
■ Monitor utility use of CUF stakeholders and offer suggestions to improve efficiency of their building operations.
■ Monitor utility usages and investigate usages or costs that deviate from normal thresholds; monitor changes to utility tar-
iffs and evaluate and minimize where possible, impact to stakeholders; identify and implement energy efficiency projects.
■ Monitor and provide corrections to climate control prior to stakeholders' knowledge of any deviations whenever possible.
■ Establish a Countywide utility/energy demand strategy by creating a utility demand profile for each county facility. Eval-
uate and develop cost/carbon reduction capital and maintenance projects. Continue to improve efficiencies and customer
service through increased communication and implementation of new technology.

UTILITIES - DECREASE UTILITY Continued to work with California Ongoing effort in Completed multiple energy efficiency projects
COSTS. Public Utilities Commission (CPUC) identifying and executing with the County to maximize rebates, On-Bill
What: Utilities - Purchased Utilities. funded contractor, The Southern additional audits and Financing and acquiring free material that offsets
Why: More efficient buildings save California Regional Energy Network benchmarking to generate construction costs. Projects completed have a
the environment and lowers County (SoCALRen), as well as Southern more energy efficiency simple payback under 5 years. Currently 48
overhead. California Edison, San Diego Gas & projects. Continue to facilities are in development that may qualify for
Electric and Southern California utilize CPUC and utility energy incentives
Gas Company to minimize rate funding programs for
increases and increased costs. rebates and no cost
financing.

040 - Utilities INFRASTRUCTURE & ENVIRONMENTAL

■ Removing and replacing out of date High Pressure steam condensers.
■ Removing and replacing out of date Continuous Emissions Monitoring System (CEMS) for compliance with the
(SCAQMD) South coast air quality management district.
■ Removing and replacing out of date Heat Recovery Steam Generators (HRSG) Economizer sections.

tions transferred from OC Flood to align staff within
Ten Year Staffing Trend: units for workload balancing.
25 23 23
20 20
21 21
20 tions transferred to OC Public Works to align staff
19
20 18 18 within units for workload balancing.
15 ■ In FY 2014-15, added 5 positions: 4 positions trans-
10
ferred from OC Public Works and 1 new position offset
by deleting 2 regular positions due to reorganization
5 phases I and II, deleted 1 position transferred to County
0
Executive Office to align staff within units for workload
balancing and added 1 position transferred from OC
Community Resources (OCCR) as part of OCCR's minor
reorganization to realign available support, enhance
Ten Year Staffing Trend Highlights: operational efficiency, and improve customer service.
tion transferred to OC Public Works to align staff within ■ In FY 2013-14, added 1 position transferred from
units for workload balancing. County Executive Office for restructuring and opera-
tional needs and added 1 position transferred from OC
■ During the FY 2020-21 budget process, 2 vacant posi- Public Works to align staff within units for workload
tions were deleted per CEO recommendation. balancing.
In FY 2019-20, added 1 position transferred from OC
balancing.
Budget Summary
To ensure the continuous production and operation of the CUF, a formalized capital improvement plan is constantly revisited,
updated and executed. Key components of CUF infrastructure and equipment are identified for ongoing replacement and
overhaul. Establishment of an annual maintenance plan and integration into the new Computerized Maintenance Manage-
ment System (CMMS) are the primary focus for FY 2021-22. Review, updating and initiation of safety programs are also the
focus of management and supervisors in a continuous effort to foster a safe and clean working environment for public employ-
ees, outside vendors and the public we serve.
OC Public Works Budget Control 040, Utilities, FY 2021-22 Budget of $30.9 million is $500 thousand (1.6%) higher than the FY
2020-21 Modified Budget due to new capital projects net reduced Alterations and Improvements budgeted. The Revenue Bud-
get of $11.5 million is $500 thousand (4.5%) higher than the FY 2020-21 Modified Budget due to higher Other Financing
Sources from Fund 15D Countywide Capital Projects for revenue related to reimbursable capital expenditures.

INFRASTRUCTURE & ENVIRONMENTAL 040 - Utilities

(1) (1)
Total Positions 20 20 20 19 (1) (5.0)
Total Revenues 7,129,246 10,974,772 7,771,828 11,469,259 494,487 4.5
Net County Cost 18,997,158 19,412,893 19,412,890 19,412,893 0 0.0
Detailed budget by expense category and by activity is presented for agency: Utilities in the Appendix on page A54

■ Initial benchmark results and continued efforts have provided the Utilities, A&E and Facilities Operation teams with crit-
ical data in supporting our constant focus to develop a more sustainable future, by supporting the development of capital
planning targeted to reduce agencies operational demands reducing the County's overall environmental footprint.

071 - Building & Safety General Fund INFRASTRUCTURE & ENVIRONMENTAL
071 - BUILDING & SAFETY GENERAL FUND
071 - Building & Safety General Fund


Safeguard the quality of life in unincorporated Orange Percent of County General Fund: 0.37%
County through stewardship of the environment and appli- Total Employees: 43.00
cation and enforcement of building, water, and grading reg-
ulations.
Strategic Goals:
■ Improve productivity and customer services.
■ Improve business processes and efficiencies through Development Services' primary technology initiative.
■ Improve business practices and gain efficiencies by refining processes.
■ Increase efficiency and decrease processing time for discretionary permit reviews.

PERCENTAGE OF PLAN CHECK REVIEWS 72% 90% timely completion of OC Development Services is achieving 72%
COMPLETED WITHIN TARGET. plan check review of success rate in completing plan check reviews.
What: Timely completion of plan check review. customers' projects. The turnaround time for the first plan check
Why: To facilitate timely project completion and review is 15 business days and rechecks of 10
ensure excellent customer service and business days after re-submittal. In the case of
predictability. follow up plan checks, every effort is made to
expedite the review.
PERCENTAGE OF INSPECTIONS PERFORMED 99.25% (exceeds Target) 99% timely completion of OC Development Services is achieving a 99.25%
WITHIN TARGET. inspections. success rate in completing inspections. The
What: Timely completion of inspections. turnaround time for inspections is within the next
Why: To facilitate timely project completion and work day as requested by permittees and
ensure excellent customer service and builders.
predictability.

■ Completed Anita Behavioral Health Facility (valuation of over $20 million).
■ Issued permit for Yale Behavior Center.
■ Issued permit for new James Musick Facility ($350 million project).
■ Initiated homebuilder entitlement and permit processing for Subarea 3.1 of the Ranch Plan Planned Community.
■ Initiated master developer entitlement and permit processing for Subarea 3.2a of the Ranch Plan Planned Community.

INFRASTRUCTURE & ENVIRONMENTAL 071 - Building & Safety General Fund
■ Issued RFQ for consultant plan checkers to assist with expedited entitlement and permit processing for the Ranch Plan
Planned Community and other customers with County Reimbursement Agreements.
■ Completed inspection of Cow Camp Bridge of phase II A & E. Approximately 1800 feet long including the bridge and
approximately 200 feet of roadway and approach on either side along with associated bike trail and drainage improve-
ments.
■ Completed St. Michael's Abbey Church (Valued over $170 Million).
■ The Land Management System (LMS) and MyOCeServices customer portal has been live for two years. During this time,
further enhancements to the system were implemented and additional services on the portal were added. To date, more
than 15,700 public users have registered with myOCeServices, and approximately 22,000 permit and application requests
have been received since the system went live.
Building & Grading Inspection Services: Certified inspectors

Organizational Summary conduct regular inspections to ensure construction of safe
OC Development Services - Building & Safety General and secure buildings through the application of building &
Fund - Building, Grading, and Land Use Permits: oversees grading codes and ordinances.
the processing and issuance of Building and Grading per- Encroachment Permit Inspection Services: Regular inspec-
mits. Services include: online and over-the-counter permit tions of County Property Permits approved for use in Road
processing, property record research and handling customer and Flood right-of-way to ensure permitted work meets
inquiries. Overall, this unit facilitates the "one stop shop" compliance with OC Public Works Standard Plans, Standard
approach to development permit processing, is often the Specifications for Public Works (Green Book), and approved
first point of contact for many new customers to OC Devel- plans and specifications. Land Development: responsible for
opment Services and enforces provisions of National Pollut- the review and permitting of all Ranch-related infrastruc-
ant Discharge Elimination System (NPDES) permits. ture projects, including those that are part of the South
Subdivision Plan Check/Inspections: In conjunction with County Roadway Improvement Program (SCRIP). It coordi-
other departmental service areas, County departments and nates directly with the landowner and other local agencies
outside government agencies, staff reviews, approves, issues, on activities that include funding, regulatory permits, right-
and inspects street and drainage improvement plans; proof way, utilities, project design, and construction. In addi-
vides staff support to Subdivision Committee; administers tion, Land Development reviews all Ranch entitlement and
the Master Plan of Drainage; and enforces provisions of building permit applications for consistency with the Ran-
NPDES permits. cho Mission Viejo (RMV) Development Agreement (DA)
Grading & Building Plan Check: Reviews and approves all and SCRIP.
plans for grading, building improvements and community
development for compliance with County grading code and
manual, building codes and ordinances; issues grading and
building permits (plumbing, electrical, mechanical, and
solar) and use and occupancy certificates; and reviews
acoustical reports for compliance with County land use and
noise compatibility standards.

071 - Building & Safety General Fund INFRASTRUCTURE & ENVIRONMENTAL

Ten Year Staffing Trend: tions: 4 positions transferred from OC Road, 4 from OC
Flood offset by deleting 1 position transferred to OC
50 45 45 Public Works to align staff within units for workload
43 43
45 balancing.
38
40
35 ■ During the FY 2017-18 budget process, added 12 posi-
30 26
25
tions: 7 positions transferred from OC Road and 5 from
18
20 17
15
17 OC Flood to align staff within units for workload bal-
15 ancing.
10
5 ■ In FY 2015-16, added 10 positions: 1 position trans-
0
ferred from OC Watersheds, 5 from OC Road, 1 from OC
Flood and 3 from OC Public Works offset by deleting 1
position transferred to OC Public Works to align staff
Ten Year Staffing Trend Highlights: within units for workload balancing.
■ In FY 2014-15, deleted 1 position transferred to OC
tion reinstated through the County Vacant Position Pol-
Road due to reorganization phases I and II.
icy.
■ In FY 2013-14, added 3 positions transferred from OC
In FY 2019-20, deleted 3 vacant positions per CEO rec-
Road to align staff within units for workload balancing.
ommendation.
■ In FY 2012-13, deleted 2 positions transferred to OC
Flood to align staff within units for workload balancing.
Budget Summary
Continued maintenance and post-go live implementation of additional system enhancements of the Customer Relation Man-
agement/Land Management System and Over-the-Counter services.
Scan documents for electronic storage.
OC Public Works Budget Control 071, Building and Safety General Fund, FY 2021-22 Budget of $15.0 million is $593 thousand
(4.10%) more than the FY 2020-21 Modified Budget. This reflects an increase in Salaries and Employee Benefits Costs. Ser-
vices and Supplies also increases due to increased costs for Professional Services related to direct charges for services provided
within the department.

Total Revenues 13,052,291 14,359,241 12,539,837 14,952,052 592,811 4.1
Net County Cost 84,000 84,000 84,000 84,000 0 0.0
Detailed budget by expense category and by activity is presented for agency: Building & Safety General Fund in the Appendix on page A85

INFRASTRUCTURE & ENVIRONMENTAL 071 - Building & Safety General Fund

■ OC Development Services will continue to perform entitlement processing and engineering plan check services and
inspections for Planning Area 3 of the Ranch Plan Planned Community. It will also continue to manage grant funding and
plan checking for Cow Camp Road. In addition, there are a number of infill single family residential subdivision projects
and non-residential projects such the Dana Point Harbor Revitalization project (a 170,000 square foot mix use) expected
to build-out in FY 2020-21.
■ OC Public Works/OC Development Services continues to work with the Developmental Processing Review Committee,
appointed by the Board of Supervisors, and through the Local Government Affairs Committee of the Building Industry
Association of Orange County to streamline processes and review development-related policy matters.
■ When comparing FY 2020-21 with the same period during FY 2019-20, the data reflects an approximate 18.54% decrease
in the number of building permits issued due to softening market conditions. This has resulted in reduced revenues.
Lower revenues have been offset by decreasing the use of consultant resources.

113 - Building and Safety INFRASTRUCTURE & ENVIRONMENTAL
113 - BUILDING AND SAFETY
113 - Building and Safety


Fund 113 Building and Safety - Operating Reserve was Percent of County General Fund: N/A
established to manage reserves that will be used for future Total Employees: 0.00
anticipated expenses for Budget Control 071 Building and
Safety General Fund.
Strategic Goals:
■ Fund 113 Building and Safety - Operating Reserve contains Reserves and Fund Balance Assigned that will be used to min-
imize fee increases in future years for Budget Control 071 Building and Safety General Fund.
Budget Summary
Fund 113 Building and Safety - Operating Reserve effectively manages the resources available for the support of Budget Con-
trol 071 Building and Safety General Fund. Building and Safety staff continues providing excellent and efficient customer ser-
vice through the execution of Land Use Planning and Engineering Service contracts to support the availability of adequate
resources for planning application and plan check review.

(1) (1)
Total Revenues 657,377 214,800 198,860 93,000 (121,800) (56.7)
Inc/(Dec) to Obligated Fund Balances (145,485) 0 (257,767) (263,500) (263,500) 0.0
Detailed budget by expense category and by activity is presented for agency: Building and Safety in the Appendix on page A105

INFRASTRUCTURE & ENVIRONMENTAL 115 - OC Road
115 - OC ROAD
115 - OC Road


Provide the public with a safe and reliable roadway system Percent of County General Fund: N/A
and plan for future transportation demands. The Road Fund Total Employees: 156.00
is used to maintain, manage and operate approximately 350
miles of the public road system in the unincorporated areas
of Orange County, including traffic engineering and traffic
signal operations and maintenance services. Road Fund
positions are also used to provide roadway and traffic signal
maintenance services to several cities within Orange County,
on a full cost recovery basis. Fund 115 focuses on opera-
tional costs, in contrast with Fund 174 which is dedicated to
capital improvement expenditures.
Strategic Goals:
■ Maximize the use of Highway User Tax revenues to maintain the unincorporated Orange County road system.
■ Enhance efficiency and public service through workload balancing.
■ Enhance customer service by providing the residents and visitors of Orange County with infrastructure maintenance ser-
vices delivered in a timely and cost-effective manner.
■ Increase efficiency through improved monitoring of equipment to more effectively manage the acquisition, maintenance,
condition and utilization of equipment annually.
■ Improve delivery of maintenance projects through the development of a multi-year maintenance improvement program
for County facilities, which will be annually updated.

NUMBER OF REPORTED TRAFFIC ACCIDENTS 1.63 accidents per Maintain 1.7 or less The accident ratio has remained relatively
PER MAINTAINED MILE OF UNINCORPORATED maintained mile reported for reported accidents per constant over several years. This measure is on
COUNTY ROADS. all unincorporated County maintained mile per fiscal target.
What: This measure reports the relative safety roads (arterials, collector and year for all unincorporated
of County roads based on the number of local roads), as taken from County roads (arterials,
accidents per mile. the Road Index. collector and local roads),
Why: This measure monitors the overall trend of as taken from the Road
accidents on unincorporated Orange County Index.
roadways.

115 - OC Road INFRASTRUCTURE & ENVIRONMENTAL

PERCENTAGE OPERATIONS & MAINTENANCE 93% of Operations & The goal is to respond to O&M protocol is for an Area Inspector to check/
ROAD RELATED WORK ORDER REQUESTS Maintenance (O&M) Road 100% of Operations & respond to any issue received, through phones,
RESPONDED TO WITHIN 72 HOURS. related medium/low priority Maintenance incoming walk-ins, or online complaints within 3 days of
What: Percent of O&M medium/low priority work work order requests were Road related work orders receipt. COVID-19 impacts on staffing and
order requests responded to within established responded to within 72 within 72 hours. resources resulted in 93% of the medium/low
standards. hours. priority work order requests being responded to
Why: Responding to work order requests is an within 72 hours.
important indicator of customer service program
success.
PERCENTAGE OF WEATHER RELATED EVENTS 100% of weather related The target for Operations We have experienced a relatively mild storm
RESPONDED TO WITHIN ONE TO TWO HOURS emergency events were & Maintenance is to have season. Effective preventative maintenance
FROM DISPATCH TO ON SCENE. responded to within one to 100% of weather related activities resulted to absence of major damages
What: Measures how quickly O&M is able to two hours from dispatch to emergency events to road facilities. Addressed incidents through
respond to weather related events, specifically on the scene with personnel responded to within one to regular inspection and scheduling, Department
emergencies. and equipment resources. two hours from dispatch Operations Center activation, and emergency
Why: Early mobilization of resources saves lives to on the scene with responses.
and reduces risk of loss to people and property. personnel and equipment
resources.
TRAFFIC SERVICE REQUESTS All traffic requests were Investigate, implement This measure is on target.
What: Orange County residents and neighboring completed within days and close out public traffic
stakeholders submit traffic issues and/or requests for basic projects
recommendations to OC Public Works. within 30 days of receipt,
Why: Traffic flow in the County is important to and 120 days for complex
quality of life for our residents and emergency projects.
response.

■ Conducted traffic investigation requests and prepared work orders for traffic mitigation.
■ Established County Resolutions approved by the Board of Supervisors for implementation of traffic control measures.
■ Completed Traffic Study Reports to amend County roadways on Master Plan of Arterial Highways as well as County's Gen-
eral Plans, and as part of Capital Improvement Project development.
■ Reviewed Land Management System and Non-County Lead submittals requested by Development Services.
■ Completed bi-annual Average Daily Traffic data collection for 209 roadway segments of the 350 miles County roadways.
■ Completed with other departments and developed the new CEQA Vehicle Miles Traveled analysis guide in compliance of
SB 743, which was adopted by Board of Supervisors.
■ Completed construction of pavement maintenance projects in Rossmoor and maintenance of Irvine Avenue Bridge in
Santa Ana Heights.
■ Collaborated with Orange County Transportation Authority and other cities to deliver Regional Traffic Signal Synchroni-
zation Projects on shared corridors: Westminster Avenue/Seventeen Street, El Toro Road, Katella Avenue, and Orangetho-
rpe Avenue/Esperanza Road.
■ Completed Local Signal Synchronization Plan 2020 Update.
■ Maintained traffic signals and other traffic control devices within Orange County Unincorporated areas.

of Survey, Lot Line Adjustments, Certificate of Compliance,

Organizational Summary Tentative Maps, Parcel Maps, and Tract Maps. This Business
Unit provides technical review for all county Right-of-Way
OC Infrastructure Programs - Traffic & Development Sup- acquisitions and dispositions, in support of OC Public
port (T&DS) section evaluates traffic performance to deter- Works, Santa Ana River, and many other county Agencies
mine the installation, design, operation and maintenance of involved in real estate transactions. This Business Unit is
Traffic Control Devices, maintain traffic management data- also responsible for technical review and approvals for all
bases, oversees traffic impact studies, coordinates Orange annexations within the County. This Business Unit provides
County Traffic Committee meetings, reviews plans involving new addresses and facilitates address revisions within the
roadway signing, striping and signal design or modification, unincorporated territory of the county. Field Survey Busi-
and provide traffic expertise to other County departments in ness Unit - Performs an array of surveying tasks utilizing
regional planning, permitting, legislation and litigation. some of the most efficient, technologically advanced equip-
ment available. Robotic Total Stations, High Definition Sur-
OC Construction - Manages capital improvement construc- veying and Global Positioning Satellites (GPS) receiver units
tion contracts and provides inspection services for the con- are used in conjunction with data collection and construc-
struction of roadways, road maintenance improvements, tion staking software which enable timely, accurate and cost-
bridges, and bikeways in the unincorporated areas of Orange effective delivery of survey information. This Business Unit
County; provides quality assurance materials testing ser- provides design and boundary surveys in support of all capi-
vices; provides geotechnical recommendations for design of tal improvement projects designed and managed by OC Pub-
County infrastructure and development projects; ensures lic Works. Geospatial Services Business Unit - Provides GIS
contractors' activities comply with the State Construction mapping in support of OC Public Works, and other agencies
General Permit (CGP) and other regulatory requirements; in need of mapping products. This Business Unit is the
administers the County's Pavement Management Program. author of the Land Information System, which accounts for
all new subdivisions, and parcel adjustments within the
OC Operations & Maintenance - Provides a wide range of county. This Business Unit maintains the geodetic infra-
maintenance services to Orange County's unincorporated structure including: bench mark elevations, horizontal con-
areas and 350 miles of maintained county roads. Operations trol points, County boundaries, and the operation of the
and Maintenance also provides maintenance services for the Orange County Real Time Network. This Business Unit also
contracted cities of Lake Forest (On-Call services), Stanton provides Aerial Photography and Videos using UAV
(On-Call services), Mission Viejo and Dana Point, as well as (Drones), and provides GIS Application Development and
the San Joaquin Hills Transportation Corridor Agency and Support to all County departments who need mapping
the Foothill/Eastern Transportation Corridor Agency. Opera- exhibits and products. Development Support Business Unit -
tions and Maintenance also plays a crucial role in respond- Manages the County's role in the planning, financing, plan
ing to the needs of the public in the aftermath of devastating checking, and construction of public and privately owned
earthquake, fire and storm events. highways, streets, and related infrastructure built or funded
by planned community developers in the unincorporated
OC Survey - Map Checking and Right-of-Way Business Unit areas of Orange County planned communities.
- Provides technical map checking services for all subdivi-
sions within the County. This includes reviewing all subdivi-
sion maps for incorporated cities. This Business Unit
performs technical reviews for all Corner Records, Records

115 - OC Road INFRASTRUCTURE & ENVIRONMENTAL

tions: 7 positions transferred to Building & Safety Gen-
Ten Year Staffing Trend: eral Fund and 17 to OC Flood offset by adding 1
position transferred from OC Public Works to align staff
250 222 222 222 within units for workload balancing.
219
210
200
162 160
In FY 2016-17, deleted 25 positions: 8 position trans-
159 158 156
150
ferred to OC Public Works to enhance operational effi-
ciency and customer service,15 positions transferred to
100 OC Flood, and 2 to OC Public Works to align staff within
50
0
tions transferred to OC Public Works to align staff
within units for workload balancing.
Ten Year Staffing Trend Highlights: In FY 2015-16, deleted 11 positions: 5 positions trans-
■ In FY 2020-21, deleted 4 positions in accordance with ferred to Building and Safety General Fund, 3 to OC
the County's Vacant Position Policy. Public Works and 2 to OC Flood, and 1 position trans-
ferred to OCIT Countywide Services for Shared Services
■ During the FY 2020-21 budget process, added 1 posi- contracts, offset by adding 2 positions transferred from
tion transferred from Budget Control 400, OC Flood, to OC Public Works to align staff within units for workload
align with workload balancing. balancing.
In FY 2019-20, reinstated 1 position deleted in FY 2018- ■ In FY 2014-15, added 30 positions: 1 position trans-
19. ferred from Watersheds, 1 from Building and Safety
■ In FY 2018-19, deleted 1 position in accordance with General Fund, 5 from OC Public Works, 17 from OC
the County's Vacant Position Policy. Flood and 6 new positions offset by deleting 27 posi-
tions: 1 position transferred to Watersheds, 2 to OC
■ During the FY 2018-19 budget process, deleted 4 posi- Public Works, 6 to OC Flood and 17 regular positions
tions transferred to Building & Safety General Fund off- due to reorganization phases I and II, and 1 position
set by adding 1 new position for Vegetation and Pest transferred to Human Resources to align staff within
Management to align staff within units for workload units for workload balancing.
balancing.
■ In FY 2013-14, deleted 3 positions transferred to Build-
ing and Safety General Fund to align staff within units
■ FY 2012-13 and FY 2013-14 Adopted Budget for Budget
Control 115 totaled 222 positions.
Budget Summary
Provide the public with an efficient road system to improve quality of life and plan for the demands of the future. OC Public
Works' core responsibility is to provide an efficient roadway system for the traveling public within the unincorporated areas
and contract cities in the County. OC Public Works serves the residents of and visitors to Orange County, through the safe and
efficient movement of people and goods throughout unincorporated areas of Orange County roadways. OC Public Works is
supported by a professional staff of planners, project managers, technicians, and engineers working in OC Infrastructure, OC
Construction, OC Survey, OC Operations & Maintenance, OC Development Services to meet the public's needs through the
oversight of the County's 350 miles of unincorporated area roadways. OC Public Works continues to evaluate and utilize sus-

tainable construction techniques such as the use of warm mix asphalt and recycling and reuse of pavement materials where
possible. Improve customer service and branding by enhancing revenue for Materials Laboratory and other construction ser-
vices through outreach to Orange County cities and districts. Continue to promote the use of Job Order Contracting to deliver
road maintenance construction projects. Continue to partner with and provide construction management and materials test-
ing services to other County Departments, such as OC Community Resources.
The FY 2021-22 Budget is $77.1 million, which is $203 thousand (0.26%) higher than the FY 2020-21 Modified Budget. The
increase is due to an increase in transfer out to OC Road Capital Improvement Projects Fund 174 of $3.7 million, an increase in
salaries and employee benefits of $460 thousand, and an increase in Debt Service related expenses of $595 thousand, offset by
a decrease in appropriation budget for services and supplies of $3.8 million and a decrease in transfer out to OC Fleet Services
Fund 296 of $759 thousand. The FY 2021-22 Revenue is $75.5 million which is $159 thousand (0.21%) higher than FY 2020-21
Modified Budget. The increase is due to higher in Highway User Tax Account revenue of $614 thousand, an increase in revenue
charges for services of $359 thousand, offset by decrease of other intergovernmental revenue of $234 thousand and a lower
estimated interest revenue of $600 thousand.

Total Positions 160 157 156 156 (1) (0.6)
Total Revenues 86,603,498 75,313,454 72,769,637 75,472,579 159,125 0.2
Detailed budget by expense category and by activity is presented for agency: OC Road in the Appendix on page A106

128 - Survey Monument Preservation INFRASTRUCTURE & ENVIRONMENTAL
128 - SURVEY MONUMENT PRESERVATION
128 - Survey Monument Preservation


California Government Code Section 27584 authorizes this Percent of County General Fund: N/A
fund to pay for County Surveyor costs for retracement or Total Employees: 0.00
remonument surveys of major historical land division lines
upon which later surveys are based.
This balanced fund receives revenue from fees charged by

the County Clerk-Recorder for filing and recording grant
deeds. These funds are dedicated to retracement and remon-
ument services performed by the Orange County Surveyor's
Office.
Strategic Goals:
■ Maintain County survey markers.
Budget Summary
(1) (1)
Total Revenues 75,328 82,000 76,608 82,000 0 0.0
Detailed budget by expense category and by activity is presented for agency: Survey Monument Preservation in the Appendix on page A116

INFRASTRUCTURE & ENVIRONMENTAL 137 - Parking Facilities
137 - PARKING FACILITIES
137 - Parking Facilities


To provide well maintained professionally operated parking Percent of County General Fund: N/A
facilities serving the public while conducting business with Total Employees: 3.00
City, County, Federal, and State agencies as well as providing
parking for many of those agencies employees.
Strategic Goals:
■ Ensure that parking structures are properly maintained, addressing deferred maintenance items as needed to avoid
incurring unbudgeted emergency expenses; and that they are operated in a safe, efficient and effective manner.
■ Identify and evaluate revenue generating and cost saving opportunities for hourly, daily and monthly parking rates, cross-
training parking operator personnel to increase skill levels and providing greater depth of resources that may be utilized
when needed for project assignments.

■ Completed the Parking Access Revenue Control System (PARCS) Project replacing all parking equipment in the parking
structures and parking lots.
■ Completed the Secure and Wrap Project on the P7 Twin Towers Parking Structure.
Director - Parking Facilities - The Parking fund is used to account for costs and revenue associated with providing parking
facilities to the public and employees. Segregating this fund from the General Fund allows for analysis of the parking facilities
impact to the General Fund. Revenue is generated by providing paid parking to public users as well as County owned paid
parking lots and parking spaces leased by the County to internal and external agencies. Operating and maintenance costs are
for the parking structures at County Administration South, Manchester, Transit Tower, Hutton Twin Towers, Civic Center Lot 3,
Civic Center Garage, Westminster Lot 1 and Lot 2, and the County's shared cost associated with the operation of OC Civic Cen-
ter Maintenance Authority parking structures/lots. The Parking fund also provides financing to meet debt service obligations
for the Manchester parking structures.

137 - Parking Facilities INFRASTRUCTURE & ENVIRONMENTAL

tion transferred to OC Public Works to align staff and 1
position deleted offset by decrease in revenue.
6
5 ■ During the FY 2019-20 budget process, added 1 new
5 position to balance workload and increase the support
4 4 4
4 of ongoing parking activities.
3 3 3
3 ■ During the FY 2018-19 budget process, deleted 1 posi-
2 2 2
2
tions transferred to OC Public Works offset by adding 1
position transferred from OC Public Works to align staff
1
within units for workload balancing.
0
balancing.
Public Works due to reorganization phases I and II.
Budget Summary
Continue monitoring clientele operating hours to efficiently manage staffing level for maximum customer service at peak
operating hours while minimizing operating costs.
Continue operating parking control facilities according to County electronic security standards and within secure banking
credit processing standards and practices.
Complete timely repairs and capital projects to maintain the safety and functionality of each facility.
The FY 2021-22 Budget continues the practice of billing all County Departments that utilize parking facilities for County
employees in the Civic Center area. The FY 2021-22 Budget of $5.5 million is $165 thousand (2.91%) lower than the FY 2020-
21 Modified Budget. The decrease in Services and Supplies is primarily in response to the anticipated parking revenue loss
related to COVID-19.

Total Revenues 7,223,114 5,648,954 4,751,627 5,484,445 (164,509) (2.9)
Total Requirements 8,842,873 5,648,954 4,838,846 5,484,445 (164,509) (2.9)
Inc/(Dec) to Obligated Fund Balances (1,596,136) 0 (78,951) 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: Parking Facilities in the Appendix on page A131

INFRASTRUCTURE & ENVIRONMENTAL 140 - Air Quality Improvement
140 - AIR QUALITY IMPROVEMENT
140 - Air Quality Improvement


The Air Quality Improvement Fund was established pursu-
ant to the passage of the 1988 California Clean Air Act for the
purpose of promoting programs in Orange County that Total Employees: 0.00
reduce air pollution from motor vehicles. Its primary fund-

ing source is AB 2766 funding provided by the State of Cali- Management Plan (AQMP). The legislation creating this rev-
fornia. The County of Orange receives approximately enue source provides for oversight of the use of these monies
$140,000 per year in subvention funds from the South Coast by local governments. Air districts that receive AB 2766
Air Quality Management District (SCAQMD) as part of the monies report annually to California Air Resources Board
AB 2766 program. (CARB) on the use and results of the programs funded by
the fees. Cities and counties under SCAQMD's jurisdiction
The AB 2766 Subvention Program provides a funding source provide annual program and financial information to the
for cities and counties to meet requirements of federal and SCAQMD.
state Clean Air Acts, and for implementation of motor vehi-
cle emission reduction measures in the SCAQMD Air Quality
Strategic Goals:
■ Since 1991, local governments have received AB 2766 funds to implement programs that reduce air pollution from motor
vehicles. A Motor Vehicle Registration fee surcharge of $6 per vehicle is collected by the Department of Motor Vehicles and
allocated to the SCAQMD for disbursement. One dollar and sixty cents goes to local governments, based on population,
for qualifying Clean Air projects. Orange County continues to seek out and implement programs that reduce air pollution.

■ Provided funding for the County's Rideshare program, $35,000.
■ Purchased two electric forklifts for reassignment to County departments to meet Large Spark Ignition mandates.
Budget Summary
The projects support the County of Orange's mission to make Orange County, "a safe, healthy, and fulfilling place to live, work,
and play" by reducing air pollutants to promote and maintain a healthful environment. The County will continue to fund clean
air projects with these funds in support of the County's Green Fleet Plan. Funding of $35,000 will be used to help support the
County's Rideshare Program.

Purchase of three electric forklifts for $202,000.

140 - Air Quality Improvement INFRASTRUCTURE & ENVIRONMENTAL

(1) (1)
Total Revenues 167,386 170,400 166,308 170,100 (300) (0.2)
Total Requirements 169,327 208,260 175,731 251,050 42,790 20.6
Inc/(Dec) to Obligated Fund Balances (1,941) (37,860) (9,423) (80,950) (43,090) 113.8
Detailed budget by expense category and by activity is presented for agency: Air Quality Improvement in the Appendix on page A144

■ Use of AB 2766 Subvention Funds will continue to promote quantifiable strategies that specifically reduce motor vehicle
emissions. Subvention Funds will be considered as a source of funding to encourage the development of motor vehicle
emission reduction measures or projects that result in the reduction of motor vehicle emissions in conjunction with the
County's Green Fleet Plan.
■ OC Fleet Services has two ongoing projects utilizing AB 2766 funds. The project categories are: 1) Alternative Fuels/Elec-
tric Vehicles - AB 2766 recipient jurisdictions may use subvention funds to replace conventionally fueled vehicles and
fueling infrastructure. Projects should be listed in this category when cities and counties transition their conventionally
fueled on-road and off-road fleet vehicles to lower emission vehicles, such as electric (EV), compressed natural gas
(CNG), propane (LPG), hydrogen (H2), and hybrids that meet specific CARB certification standards. Under this category
OC Fleet Services has implemented an Electric Forklift Replacement Program to keep in compliance with Large Spark
Ignition mandates for off-road equipment; 2) Transportation Demand Management (TDM) is the application of plans
and policies designed to change or reduce demand for automobile use by encouraging the behavioral change of household
choices of travel. TDM strategies are designed to improve transportation efficiency by reducing vehicular congestion,
resulting in reduced motor vehicle emissions. There are many different TDM strategies with a variety of impacts but
spending in this category should be directly related to trip reduction.

INFRASTRUCTURE & ENVIRONMENTAL 148 - Foothill Circulation Phasing Plan
148 - FOOTHILL CIRCULATION PHASING PLAN
148 - Foothill Circulation Phasing Plan


Provide for the acquisition and construction of roads, Percent of County General Fund: N/A
bridges and intersection improvements as outlined by the Total Employees: 0.00
Foothill Circulation Phasing Plan (FCPP) adopted October
14, 1987.
Strategic Goals:
■ Fund the remaining three intersection improvement projects within the City of Lake Forest (City): El Toro Road at Jeron-
imo Road, El Toro Road at Toledo Way, and Los Alisos Boulevard at Muirlands Boulevard. The projects are in the City's
Capital Improvement Plan for construction during FY 2020-21 and FY 2021-22 respectively.
■ Continue to coordinate with the City, the lead agency, on satisfying all commitments entered into under the FCPP Man-
agement Agreement (D10-038) and develop a plan to close the program and fund upon determination of such.
OC Infrastructure Programs - Support the financing, acquisition and construction of roads, bridges, traffic signals and
intersection improvements within the FCPP area of benefit.
Collect and remit to the City FCPP fees obtained from building permit applicants and developers within unincorporated
Orange County.
Oversee administration of the FCPP program and provide notice to the City of any required fee adjustments.
Budget Summary
The FCPP funded road improvements are intended to reduce congestion, improve safety, and increase regional mobility in the
foothill area of southeastern Orange County.
The FY 2021-22 Budget is $522 thousand which is $275 thousand (111%) higher than the FY 2020-21 Modified Budget. The
increase is primarily due to anticipated payment of $300 thousand to the Rivers and Lands Conservancy (RLC) for Alton Park-
way Wildlife Corridor Mitigation.

148 - Foothill Circulation Phasing Plan INFRASTRUCTURE & ENVIRONMENTAL

(1) (1)
Total Revenues 78,061 110,000 110,000 110,082 82 0.1
Detailed budget by expense category and by activity is presented for agency: Foothill Circulation Phasing Plan in the Appendix on page A150

■ FCPP funds are used to finance the engineering and construction costs of the FCPP improvements including the County's
annual administrative, plan checking and inspection expenses.

INFRASTRUCTURE & ENVIRONMENTAL 151 - South County Roadway Improvement Program (SCRIP)
151 - SOUTH COUNTY ROADWAY IMPROVEMENT PROGRAM

(SCRIP)
151 - South County Roadway Improvement Program (SCRIP)


Provide for the acquisition and construction of roads, Percent of County General Fund: N/A
bridges, and intersection improvements as outlined by the Total Employees: 0.00
South County Roadway Improvement Program (SCRIP)
adopted November 8, 2004.
Strategic Goals:
■ Ensure timely collection and management of SCRIP development fees and credits to fund infrastructure projects.
■ Plan, design, and secure environmental and regulatory permits necessary to construct SCRIP infrastructure projects.
■ In coordination with Rancho Mission Viejo (RMV), complete construction of SCRIP infrastructure projects consistent
with their schedule and implementation goals.

■ Obtained Board Approval of the Los Patrones Parkway Extension Project Grant Application.
■ Finalized a Funding Agreement with the City of San Juan Capistrano to facilitate the transfer of RMV's contribution
towards the Plans, Specifications and Estimate phase of the Ortega Highway Widening project.
OC Infrastructure Programs - Coordinate on the design and construction of key infrastructure arterials, bridges, and inter-
sections within the SCRIP fee program area to include Antonio Parkway, Cow Camp Road (Segment 2) and La Pata Avenue
(Phase II).
Partner with RMV and the Transportation Corridor Agency (TCA) for design and construction of "F" Street (Los Patrones
Parkway) between Oso Parkway to Cow Camp Road.
Continue to collaborate with CEO Public Finance and the District Engineer in processing Community Facilities District's reim-
bursement requests from RMV.

151 - South County Roadway Improvement Program (SCRIP) INFRASTRUCTURE & ENVIRONMENTAL

Budget Summary
Base Budget:
Plan for Support of the County's The FY 2021-22 Budget is $8 million, which is $2.3 million
Strategic Priorities: (22%) lower than the FY 2020-21 Modified Budget. The
decrease is due to lower SCRIP Fee Credits for RMV than FY
SCRIP's core responsibility is to provide a safe and efficient 2020-21. The FY 2021-22 Revenue is $2.7 million, which is
infrastructure system to improve mobility for new develop- $300 thousand (10%) lower than FY 2020-21 Modified Bud-
ment within unincorporated South Orange County. SCRIP is get. Estimate vary from year to year based on estimated
supported by a professional staff of planners, project manag- number of permits to be obtained. RMV estimates payment
ers, technicians, and engineers working in OC Public Works of $2.7 million in SCRIP Fees in FY 2021-22 due to the need
to meet the public's needs through the planning, design, for fewer permits.
construction, and oversight of the County's new infrastruc-
ture.
Beginning Fund Balance - Unassigned (43,311,352) (43,846,022) (43,846,022) (45,519,252) (1,673,230) 3.8
Total Revenues 4,503,016 54,146,022 826,770 53,519,252 (626,770) (1.1)
Inc/(Dec) to Obligated Fund Balances 0 0 0 0 0 0.0
Ending Fund Balance - Unassigned (43,846,022) 0 (45,519,252) 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: South County Roadway Improvement Program (SCRIP) in the Appendix on page A159

■ SCRIP funds are used to leverage local and regional resources to obtain full funding for SCRIP infrastructure projects in
an effort to increase the County's roadway mileage inventory and to help improve regional mobility.

INFRASTRUCTURE & ENVIRONMENTAL 174 - OC Road - Capital Improvement Projects
174 - OC ROAD - CAPITAL IMPROVEMENT PROJECTS
174 - OC Road - Capital Improvement Projects


Provide the public with a safe and reliable roadway system Percent of County General Fund: N/A
and plan for future transportation demands. The Road Capi- Total Employees: 0.00
tal Fund is used to manage, design and construct road capi-
tal improvement projects within Unincorporated County
areas. The fund also supports construction inspection and
quality assurance inspections related to the construction of
infrastructure within unincorporated communities, in con-
trast with Fund 115 - OC Road, which supports operational
activities.
Strategic Goals:
■ Maximize the use of Highway User Tax revenues and continue to secure state and federal grants needed to implement the
capital improvement program.
■ Enhance efficiency and public service through workload balancing and streamlining the project delivery process for road
infrastructure projects to ensure successful delivery.
■ Maintain the quality of roads in Orange County through the Pavement Maintenance Program.

PERCENTAGE OF ROAD PROJECTS WITH PLANS, None. To complete design phase The performance measure is on target.
SPECIFICATIONS & ESTIMATES COMPLETED TO for 90% of budgeted Road
ADVERTISE FOR BID. projects.
What: Measures the percentage of design phase
completed for Road projects budgeted each fiscal year.
Why: Road projects require completed designs to
advertise for bid and begin construction.
FOR COUNTY ROADS, ACHIEVE A PAVEMENT None. Receive a PCI rating of 81 The county road conditions have steadily
CONDITION INDEX (PCI) RATING OF 81 OR ABOVE. or above. increased and have a PCI rating of 81. It is
What: PCI rating indicates the condition of roadway anticipated that the county roads will
asphalt concrete pavement. maintain a PCI rating of 81 or above.
Why: To receive MM2 funds the county should have a
PCI rating of 75, or an increase by a minimum of 1%.

174 - OC Road - Capital Improvement Projects INFRASTRUCTURE & ENVIRONMENTAL

CAPITAL IMPROVEMENT PROGRAM (CIP) Facilitate construction phase Facilitate construction Progress on this goal is underway.
What: The 7 Year Capital Improvement Program is OC award for programmed FY phase award of FY 2021-
Public Works' guiding document to implement capital 2020-21 capital 22 for 70% of projects by
projects. improvement projects. December 2021.
Why: The CIP prioritizes projects, anticipates phases
and identifies funding needs.

■ Achieved a pavement condition index rating of 81.
■ Completed construction of ADA upgrades in Anaheim Island, Collins & Eckhoff Cul-de-sac, Gilbert Street Parkway Reno-
vations, Oso Parkway Bridge, Santa Ana and University Drive Drainage & Pavement Improvements, Santiago Canyon
Road Safety Improvements, Traffic Signal Upgrades at Newport Avenue and La Loma Drive, Newport Avenue and La
Colina Drive, Newport Boulevard and Cowan Heights Drive, Seventeenth Street and Esplanade Avenue.
■ Began construction of OC Loop Segment H-El Cajon Bikeway.
■ Continued implementation of e-Builder, a single, cloud-based Project Information Management System that provides for
tracking and management of all active project components as well as a document retention system for on-going opera-
tions.
OC Infrastructure Programs - Programming Business Unit - Develops and administers the County's transportation capital
improvement program; prepares Project Programming Reports; manages road funding; and secures and manages funding
such as grants and road fees to implement the program. Engineering Business Unit - Prepares plans, specifications and esti-
mates for projects on the Capital Improvement Program. Traffic & Development Support Business Unit - provides traffic-engi-
neering support to the Capital Improvement Program. Project/Program Management Business Unit - Provides project
management-based oversight for all infrastructure capital improvement projects; works with water/sanitation districts, utility
companies and other public agencies to relocate, modify and/or protect facilities to facilitate construction projects; secures
regulatory permits and meets environmental requirements; to protect species and habitat; and mitigate the impact of projects.
OC Construction - Manages construction contracts and provides inspection services for the construction of capital improve-
ment projects on roadways, bridges, and bikeways in the unincorporated areas of Orange County; provides quality assurance
materials testing services; provides geotechnical recommendations for design of County infrastructure and development proj-
ects; ensures contractors' activities comply with National Pollutant Discharge Elimination System (NPDES) and other regula-
tory requirements; administers the County's Pavement Management Program.
OC Survey - Map Checking and Right-of-Way Business Unit - This Business Unit provides technical review for all County
Right-of-Way acquisitions and dispositions, in support of OC Public Works. Field Survey Business Unit - Performs an array of
surveying tasks utilizing some of the most efficient, technologically advanced equipment available. Robotic Total Stations,
High Definition Surveying and Global Positioning Satellites (GPS) receiver units are used in conjunction with data collection
and construction staking software which enable timely, accurate and cost-effective delivery of survey information. This Busi-
ness Unit provides design and boundary surveys in support of all capital improvement projects designed and managed by OC
Public Works. Geospatial Services Business Unit - Provides GIS mapping in support of OC Public Works. This Business Unit
maintains the geodetic infrastructure including: benchmark elevations, horizontal control points, County boundaries, and the
operation of the Orange County Real Time Network. This Business Unit also provides Aerial Photography and Videos using
Unmanned Aerial Vehicle (Drones) and provides GIS Application Development and Support for capital improvement projects.

INFRASTRUCTURE & ENVIRONMENTAL 174 - OC Road - Capital Improvement Projects
Budget Summary
Provide the public with an efficient road system to improve quality of life and plan for the demands of the future. OC Public
Works' core responsibility is to provide an efficient roadway system for the traveling public within the unincorporated areas
and contract cities in the County. OC Public Works is supported by a professional staff of planners, project managers, techni-
cians, and engineers working in OC Infrastructure, OC Construction, OC Survey, OC Operations & Maintenance, OC Develop-
ment Services to meet the public's needs through the planning, design, construction, and oversight of the County's 350 miles
of unincorporated area roadways. Improve delivery of Capital Improvement Projects by completing workload balancing analy-
ses and fiscal year allocation for the construction phase of horizontal road projects in the Department's Capital Improvement
Program. Continue the use of a pavement management system to manage long-term maintenance of unincorporated areas of
Orange County roadways. OC Public Works continues to evaluate and utilize sustainable construction techniques such as the
use of warm mix asphalt and recycling and reuse of pavement materials where possible. Improve customer service and brand-
ing by enhancing revenue for Materials Laboratory and other construction services through outreach to Orange County cities
and districts. Continue to promote the use of Job Order Contracting (JOC) to deliver road maintenance construction projects.
Continue to partner with and provide construction management and materials testing services to other County Departments,
such as OC Community Resources.
The FY 2021-22 Budget is $66.6 million, which is $12.9 million (24%) higher than the FY 2020-21 Modified Budget. The
increase is due to higher cost projects planned for the fiscal year.

Total Revenues 63,944,072 53,701,242 53,879,057 63,694,788 9,993,546 18.6
Inc/(Dec) to Obligated Fund Balances 18,711,774 0 8,058,928 (2,881,481) (2,881,481) 0.0
Detailed budget by expense category and by activity is presented for agency: OC Road - Capital Improvement Projects in the Appendix on page A175

■ The County is continuing to pursue opportunities to promote active transportation and complete streets within unincor-
porated areas.
■ The County continues to seek opportunities to utilize alternative delivery methods for construction of major roadway
projects.
■ SB 1 monies will be continued to be used to fill County's deferred road maintenance needs through pavement mainte-
nance, bridge maintenance, traffic signal upgrades and ADA upgrades projects. SB 1 monies will also be used to construct
safety improvements, sidewalk gap closures, complete streets projects, active transportation projects, and other major
transportation priorities.

400 - OC Flood INFRASTRUCTURE & ENVIRONMENTAL
400 - OC FLOOD
400 - OC Flood


Provides Countywide flood protection by maintaining the Percent of County General Fund: N/A
Orange County Flood Control District's (OCFCD) 380 miles Total Employees: 256.00
of flood control channels, four dams, eight pump stations,
five diversion pump stations, 33 retention basins, and other stormwater flows are monitored twenty-four hours a day for
flood control infrastructure. Flood control improvements potential storm damage to OCFCD and County-operated
conditionally constructed as part of new development are facilities. This diligent oversight enables a quick response in
inspected and may be accepted into the flood control system the event of danger to persons and property in Orange
for maintenance. Throughout the county, run-off and County. Fund 400 is utilized for operational costs, in contrast
with fund 401, which is for capital improvement work.
Strategic Goals:
■ Ensure the availability of a minimum of $25 million in Flood Fund emergency reserves
■ Diligently work with other counties and flood management entities to monitor potential State and Federal efforts to raise
the flood protection levels to as high as a 500-year storm frequency level. Even increasing the required level of protection
to a 200-year level could place over 18 cities in a newly defined floodplain which would require residents, businesses and
property owners to purchase flood insurance. Included are portions of cities where the 100-year Federal Emergency Man-
agement Agency (FEMA) floodplain was reduced or removed as a result of improvements from the Santa Ana River proj-
ect. In addition, the FEMA 2009 revisions to the Flood Insurance Rate Maps (FIRMs) included a designation for areas
protected by levees. These recent efforts and changes must be monitored as they could result in the imposition of flood
insurance requirements for properties situated behind levees, even when such levees meet Federal levee criteria.
■ Continue to research and assess the flood dangers present within the county by furthering the study and reporting of
hydrologic and hydraulic response of watersheds within Orange County.
■ Continue to work with the California State Association of Counties (CSAC) and the Department of Water Resources
(DWR) to seek equitable distribution of flood control funding resulting from Propositions 1E and 84 and continue to
directly seek subvention program reimbursements to complete the Santa Ana River Mainstem Project and for the future
federal projects within the Westminster East Garden Grove systems.
■ Continue to develop innovative flood control practices, advancing the state of the industry flood control expertise
■ Provide the residents, commerce, and visitors of Orange County with infrastructure maintenance services delivered in a
timely and cost-effective manner and continue to add adopters through the Adopt-A-Channel Program.
■ Develop a multi-year maintenance program for County and OCFCD facilities aimed at improving the delivery of mainte-
nance projects. This program will be annually updated prior to March of each year.
■ Focus on improving the partnership among OC Public Works' Service Areas as well as external municipal agencies.

INFRASTRUCTURE & ENVIRONMENTAL 400 - OC Flood

AMOUNT OF GRAFFITI REMOVED WITHIN Removed 1,040,000 Target is to remove The County's graffiti program has been
UNINCORPORATED COUNTY OF ORANGE (prorated to the end of FY 960,000 square feet of successful throughout the years, but it has been a
BASED ON AVERAGE DAILY PRODUCTION. 2020-21) square feet of graffiti from the flood constant challenge to keep up with the ever
What: Measure of how much graffiti the County graffiti from the flood control channels and growing demand to control the problem. The
is actively mitigating within flood control channels and other County other County facilities. program continues to evolve to meet the needs of
channels and other County facilities. facilities. the community.
Why: This is a constant visible problem for the
County and its residents that needs to be
controlled.

■ Completed construction of flood control channel maintenance projects, including Anaheim-Barber City Channel, Carbon
Creek Channel, El Modena-Irvine Channel, Galivan Retarding Basin, Laguna Canyon Channel, Los Alamitos Channel,
Oceanview Channel, Prima-Deschecha Channel.
■ Began construction of Kempton Storm Channel, O'Neil Retarding Basin, and Peters Canyon Channel maintenance.
OC Survey - The Map Checking and Right-of-Way Business

Organizational Summary Unit is responsible for providing technical map checking ser-
OC Infrastructure Programs - OC Infrastructure: Works vices for all subdivisions within the County. This includes
towards compliance with state and federal requirements for reviewing all subdivision maps for incorporated cities. Map
levees and dams; sustains programs that help reduce flood Checking also performs technical reviews for all Corner
insurance costs for home and business owners. Records, Records of Survey, Lot Line Adjustments, Certifi-
OC Construction - Manages construction contracts and cate of Compliance, Tentative Maps, Parcel Maps, and Tract
provides inspection services for construction of mainte- Maps. The Right-of-Way Business Unit provides technical
nance projects on County-owned flood control channels; review for all County Right-of-Way acquisitions and disposi-
provides quality assurance materials testing services; pro- tions, in support of OC Public Works, Santa Ana River, and
vides geotechnical recommendations for design of County many other County agencies involved in real estate transac-
infrastructure and development projects; ensures contrac- tion. OC Survey is also responsible for technical review and
tors' activities comply with National Pollutant Discharge approvals for all annexations within the County. This busi-
Elimination System (NPDES) and other regulatory require- ness unit provides new addresses and facilitates address
ments. revisions within the unincorporated territory of the County.
OC Operations & Maintenance - OC Public Works/Opera- The Field Survey Business Unit performs an array of survey-
tions and Maintenance provides a wide range of mainte- ing tasks utilizing some of the most efficient, technologically
nance services to Orange County's unincorporated areas, advanced equipment available. Robotic Total Stations, High
380 miles of flood control channels, 4 dams, 8 pump sta- Definition Surveying and Global Positioning Satellites (GPS)
tions, 5 diversion pump stations and 33 retention basins. receiver units are used in conjunction with data collection
Operations and Maintenance also provides maintenance ser- and construction staking software which enable timely,
vices for the contracted cities of Lake Forest, Mission Viejo accurate and cost-effective delivery of survey information.
and Dana Point, as well as, the San Joaquin Hills Transporta- Field Survey provides design and boundary surveys in sup-
tion Corridor Agency and the Foothill/Eastern Transporta- port of all maintenance improvement projects designed and
tion Corridor Agency. Operations and Maintenance also managed by OC Public Works. The Geospatial Services Busi-
plays a crucial role in responding to the needs of the public ness Unit provides GIS mapping in support of OC Public
in the aftermath of devastating earthquake, fire and storm Works, and other agencies in need of mapping products.
events. This business unit is the author of the Land Information Sys-
tem, which accounts for all new subdivisions, and parcel

adjustments within the County. Geospatial Services main- Center during storm events. ALERT also supports regulatory
tains the geodetic infrastructure, including bench mark ele- compliance monitoring programs and provides real-time
vations, horizontal control points, County boundaries, and hydrologic data to OC Public Works staff and the public. One
the operation of the Orange County Real Time Network. third of the ALERT network sites are water-level gauges.
Geospatial Services also provides aerial photography and These gauges are used to monitor real-time water level
videos using unmanned aerial vehicles (UAV/Drones), and height in flood control channels, basins and lakes. Gauges
provides GIS Application Development and Support to all are monitored daily and serviced monthly. Service at sites
County departments who need mapping exhibits and prod- includes inspection, calibration, stream gauging, data col-
ucts. lection and needed repairs. Data collected in real-time and
OC Environmental Resources - OC Watersheds is respon- via downloads is processed and archived. OC Watersheds
sible for operation of an advance flood warning system also maintains a network of 25 historical precipitation sites.
called Automated Local Evaluation in Real Time (ALERT) Each site measures every 0.01 inch of rainfall. The data is
which consists of multiple flood control channel/basin water stored at the site. Bimonthly, all sites are serviced which
level sensors, rain gauges and other weather sensors located includes calibration, cleaning and data download. The data
at 85 sites throughout the County. Data from the ALERT sys- then undergoes a Quality Assurance/Quality Control process
tem is fed directly to the OC Public Works Department Oper- and is archived. The data is used in flood design, hydrology,
ations Center as well as the County's Emergency Operations permitting and water quality.

Ten Year Staffing Trend: positions to support Flood Operations and Mainte-
nance, added 1 new position for OC Survey to enhance
275
269 269 269
operational efficiency and improve customer service
270 265 and added 1 new position to serve as the Emergency
265
Manager of OC Public Works.
260 256
255 251 250 In FY 2018-19, deleted 1 position per the County's
248
250 246 246 Vacant Position Policy.
245
240 ■ During the FY 2018-19 budget process, deleted 7 posi-
235 tions: 4 positions transferred to Building & Safety Gen-
230
eral Fund, 1 to Utilities and 2 to OC Public Works offset
by adding 3 positions: 1 position transferred from OC
Public Works and 2 from OC Watersheds to align staff
Ten Year Staffing Trend Highlights: within units for workload balancing.
tions: 17 positions transferred from OC Road and 1
ated with the Voluntary Incentive Program were deleted
from OC Public Works offset by deleting 9 positions: 5
and 3 positions were deleted in accordance with the
positions transferred to Building & Safety General Fund
County's Vacant Position Policy.
and 4 to OC Public Works to align staff within units for
■ During the FY 2020-21 Budget process, added 4 posi- workload balancing.
tions: 1 position for Mitigation activities, 1 for the City
In FY 2016-17, added 15 positions transferred from OC
Contracts Business Unit, 1 for OC Survey Geospatial
Road offset by deleting 1 position transferred to OC
Services and 1 for Pest Management offset by deleted 1
position transferred to OC Road to align staff within
balancing.
■ In FY 2015-16, deleted 1 position transferred to OC
In FY 2019-20 deleted 3 positions per the County's
Public Works for Civic Center Customer Service related
Vacant Position Policy.
to the Civic Center Campus and deleted 1 position

INFRASTRUCTURE & ENVIRONMENTAL 400 - OC Flood
transferred to Building and Safety General Fund offset Resources (OCCR) as part of OCCR's minor reorganiza-
by adding 2 positions transferred from OC Road to align tion to realign available support, enhance operational
staff within units for workload balancing. efficiency, and improve customer service.
■ In FY 2014-15, deleted 32 positions: 17 position trans- ■ In FY 2013-14, deleted 2 positions transferred to OC
ferred to OC Road, 3 to OC Public Works and 12 regular Public Works offset by adding 1 position transferred
positions offset by adding 27 positions: 7 positions from OC Public Works to align staff within units for
transferred from OC Public Works, 6 from OC Road and workload balancing.
14 new positions due to reorganization phases I and II,
■ In FY 2012-13, added 3 positions: 1 position transferred
deleted 1 position transferred to Human Resources to
from OC Public Works and 2 from Building & Safety
align staff within units for workload balancing and
General Fund to align staff within units for workload
added 2 positions transferred from OC Community
balancing.
Budget Summary
Flood Programs: Negotiate, draft and obtain Board approval of agreements between OCFCD and Caltrans for post I-405
Improvement project cooperation, including those wherein Caltrans would accept structural maintenance for reinforced con-
crete boxes in the I-405 freeway and OCFCD accept responsibility of maintenance for hydraulic conveyance. Negotiate and pre-
pare a Cooperative Agreement between OCFCD and CalTrout for a Trabuco Creek Channel Fishway that will ensure
compatibility with the OC Public Works' Invert Stabilization Project. Obtain Board approval of agreements and real estate
transactions required under the Local Cooperative Agreement and Project Cooperative Agreements, as amended, for the US
Army Corps of Engineers completion of the Santa Ana River Mainstem, Prado Dam Project, expected by 2025. In collaboration
with OC Parks, finalize the conveyance of easement(s) to Moulton Niguel Water District for its subsurface installation of a
pipeline upon OCFCD easements and fee parcels located within Laguna Regional Park in and around Sulfur Creek. Obtain
OCFCD acceptance of Deeds as approved by the Board in accordance with cooperative agreements with Orange County Trans-
portation Authority (OCTA) for the SR55 Improvement Project, grade separation projects, and the I-405 Improvement Project.
Prepare a Cooperative Agreement between OCFCD and OCTA for the San Juan Creek Bridge Replacement Project over San Juan
Creek for approval by the Board. Assist in the development and facilitation of the Request to Use OCFCD Land form as part of
the Land Management System (LMS) prescreen permit process that will enable routing for concurrence and authorization a
use of OCFCD land in coordination with County Property Permits, Operations and Maintenance (O&M), OC Infrastructure
and CEO/Real Estate Services. Complete Phase 1 for Levee Recertification of Facilities, Huntington Beach Channel (D01), Tal-
bert Channel (D02), Fountain Valley Channel (D05) and Phase 2 for Santa Ana River (E01). Complete Hydrology Reports in
support of the CIP and complete La Paz Channel (L04) and Laguna Canyon Channel (I02) Hydrology Reports. Obtain Board
approval of the Water Resources Development Act (WRDA) Section 214 Memorandum of Agreement (MOA) between OCFCD/
County and USACE for expedited Section 408 permit review and approval.
OC Public Works Fund 400, OC Flood, FY 2021-22 Budget request of $190.2 million is $6.3 million (3.2%) lower than the FY
2020-21 Modified Budget. The FY 2021-22 Revenue request of $146.5 million is $492 thousand (.3%) lower than FY 2020-21
Modified Budget. The Fund Balance amount for FY 2021-22 of $43.8 million is $5.8 million (3.3%) lower than FY 2020-21
Modified Budget.


(1) (1)
Total Positions 265 257 257 256 (1) (0.4)
Total Revenues 157,775,567 146,988,024 153,870,708 146,496,379 (491,645) (0.3)
Detailed budget by expense category and by activity is presented for agency: OC Flood in the Appendix on page A224

■ The industry continues to look for sustainable solutions to flood control design that include retaining and treating water.
The industry has increased its focus on investigating, quantifying, evaluating the impacts of sea level rise and climate
change on flood control infrastructure.
■ Integrated Regional Watershed Management (IRWM) - Incorporate Water Quality and Habitat Enhancements into the
Flood Control Infrastructure. Orange County's channels are currently being designed with a much broader vision beyond
the safe conveyance of floodwaters that includes environmental habitat, in-stream sediment stabilization, erosion protec-
tion, water quality treatment and recreational uses. OC Public Works continues to work with cities and other agencies to
accommodate multiple uses, while providing for a specific level of flood capacity. These multiple uses sometimes com-
pete, and accommodating them requires additional planning, permitting, mitigation, construction, operation, and main-
tenance costs.
■ Flood Insurance Rate Increases - Orange County has approximately 22,700 acres comprising 37,332 parcels within the
FEMA 100-year floodplain. Since the passing of the Biggert-Waters Flood Insurance Reform Act of 2012 (BW-12), FEMA
has raised flood insurance rates for properties within the high risk (Zone A) areas to reflect the true risk of properties to
make the National Flood Insurance Program (NFIP) more financially stable, and change how Flood Insurance Rate Map
(FIRM) updates impact policyholders. The changes mean premium rate increases for some policyholders over time.
However, with the Homeowner Flood Insurance Affordability Act (HFIAA) of 2014 that modified BW-12 but did not elim-
inate all of the increases required, flood insurance rate increases are still expected.

INFRASTRUCTURE & ENVIRONMENTAL 401 - OC Flood - Capital Improvement Projects
401 - OC FLOOD - CAPITAL IMPROVEMENT PROJECTS
401 - OC Flood - Capital Improvement Projects


Provide Countywide flood protection by improving the Percent of County General Fund: N/A
Orange County Flood Control District's (OCFCD) 380 miles Total Employees: 0.00
of flood control channels, four dams, eight pump stations,
five diversion pump stations, 33 retention basins, and other
flood control infrastructure. OC Public Works designs and
constructs new flood control improvements each year. Fund
401 is utilized for capital improvement work, in contrast
with Fund 400 - OC Flood, which is utilized for operational
costs.
Strategic Goals:
■ Continue efforts to raise the level of protection in Orange County to the 100-year flood level.
■ Continue to develop innovative flood control practices, advancing the state of the industry flood control expertise.

CAPITAL IMPROVEMENT PROGRAM (CIP) Facilitate construction phase Facilitate construction Progress on this goal is underway.
What: The 7 Year Capital Improvement Program award for programmed FY phase award of FY 2021-
is OC Public Works' guiding document to 2020-21 capital 22 for 70% of projects by
implement capital projects. improvement projects. December 2021.
Why: The CIP prioritizes projects, anticipates
phases and identifies funding needs.

■ Completed construction of the Fullerton Creek Channel Improvements Construction Manager at Risk (CMAR) project.
■ Began construction of the East Garden Grove-Wintersburg Channel (Warner Ave to Goldenwest St) Design-Build project.
■ Continued implementation of e-Builder, a single, cloud-based Project Information Management System that provides for
tracking and management of all active project components as well as a document retention system for on-going opera-
tions.

401 - OC Flood - Capital Improvement Projects INFRASTRUCTURE & ENVIRONMENTAL
OC Survey - Right-of-Way Business Unit - Provides technical

Organizational Summary review for all county Right-of-Way acquisitions and disposi-
tions, in support of OC Public Works, Santa Ana River, and
OC Infrastructure Programs - Develops and administers many other County agencies involved in real estate transac-
County's flood capital improvement program; develops Proj- tion. Field Survey Unit - Performs an array of surveying
ect Programming Reports; manages flood funding; and tasks utilizing some of the most efficient, technologically
secures and manages grant-funding projects. Designs and advanced equipment available. Robotic Total Stations, High
manages all flood channels projects in the unincorporated Definition Surveying and Global Positioning Satellites (GPS)
areas of Orange County. This effort includes the study of the receiver units are used in conjunction with data collection
County's various watersheds, the prioritization of Capital and construction staking software which enable timely,
Improvement Projects with a focus on removal from Flood- accurate and cost-effective delivery of survey information.
plain, improving flood protection, increasing system effi- Provides design and boundary surveys in support of all cap-
ciency, and the reduction of recurring maintenance costs. ital improvement projects designed and managed by OC
Deliverables related to this work include watershed studies Public Works. Geospatial Services Business Unit - Provides
and reports in addition to the development of Plans, Special GIS mapping in support of OC Public Works, and other
Provisions, and Estimates for Flood Capital Improvement agencies in need of mapping products. This business unit is
Projects. The Service Area provides project management the author of the Land Information System, which accounts
and oversight for all flood infrastructure capital improve- for all new subdivisions, and parcel adjustments within the
ment projects. Also works with water/sanitation districts, County. Geospatial Services maintains the geodetic infra-
utility companies and other public agencies to relocate; structure, including benchmark elevations, horizontal con-
secures regulatory permits and meets the environmental trol points, County boundaries, and the operation of the
requirements; protects species and habitat; and mitigates Orange County Real Time Network. Geospatial Services also
the impact of projects. provides Aerial Photography and Videos using Unmanned
Aerial Vehicle (Drones), and provides GIS Application
OC Construction - Manages construction contracts and pro- Development and Support to all County departments who
vides inspection services for the construction of capital need mapping exhibits and products.
improvement projects on County-owned flood control chan-
nels; provides quality assurance materials testing services;
provides geotechnical recommendations for design of
County infrastructure and developer projects; ensures con-
tractors' activities comply with the National Pollutant Dis-
charge Elimination System (NPDES) and other regulatory
requirements.
Budget Summary
The County of Orange is tasked with the ultimate goal of protecting Orange County from the threat of floods by designing and
constructing channels, storm drains, dams, pump stations and other flood control related facilities. OC Public Works is imple-
menting a strategy of utilizing, to the fullest extent possible, natural channels and other environmental features within the
flood control system. OC Public Works is supported by a professional staff of project managers, technicians, and engineers in
OC Infrastructure, OC Construction, OC Survey, and OC Environmental Resources to accomplish our mission of protecting
our citizens from the threat of floods while improving our environment.
The FY 2021-22 Budget is $78.9 million, which is $3.3 million (4%) higher than the FY 2020-21 Modified Budget. The increase
is due to higher cost projects planned for the fiscal year.

INFRASTRUCTURE & ENVIRONMENTAL 401 - OC Flood - Capital Improvement Projects

(1) (1)
Total Revenues 0 75,594,600 76,001,617 78,896,581 3,301,981 4.4
Total Expenditures/Encumbrances 0 75,594,600 69,409,239 78,896,581 3,301,981 4.4
Inc/(Dec) to Obligated Fund Balances 0 0 6,592,378 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: OC Flood - Capital Improvement Projects in the Appendix on page A225

■ OC Public Works continues to transition to alternative project delivery methods such as design build and construction
manager at risk for flood control improvement projects.

404 - OC Flood - Capital INFRASTRUCTURE & ENVIRONMENTAL
404 - OC FLOOD - CAPITAL
404 - OC Flood - Capital


Remove the flood threat in Orange County from the Santa
Ana River (SAR).
Provide overall Project Management and Coordination with
U.S. Army Corps of Engineers (USACE) on requirements to
meet Santa Ana River (SAR) and Prado Dam Project con-
struction schedule. Work with USACE to utilize the available
Bipartisan Budget Act (BBA) funds to complete the remain-
ing features of the SAR Project.
Strategic Goals:
■ Continue to work with the State Legislature, through the Orange County delegation and the Board of Supervisors to
ensure Department of Water Resources (DWR) processes claims and disburses flood control subventions in accordance
with the historical practice of "First in - First out."
■ Support the Orange County Flood Control District (OCFCD), through Orange County's delegation, to continue working
aggressively with the State Legislature to include Santa Ana River Mainstem Project subvention funding in the State bud-
get for previously submitted as well as upcoming claims. At risk is the ability to acquire property needed for the comple-
tion and full operation of Prado Dam.
■ Continue efforts to work with Orange County's Congressional delegation to provide Federal funds for the Santa Ana River
Mainstem Project in accordance with the terms of the BBA approved in 2018.
■ Continue to purchase properties or flowage easements behind Prado Dam which are required for the completion of con-
struction and ultimate operation of the dam.
■ Will work with USACE (LA District) to approve the amendment to the existing Project Cooperation Agreement (PCA) to
include the terms and provisions for the use of BBA funds to complete the SAR Project.

■ In cooperation with USACE, completed the construction of the Alcoa Dike Phase 1 within the Prado Basin.

INFRASTRUCTURE & ENVIRONMENTAL 404 - OC Flood - Capital
Budget Summary
Plan/Design and complete Right-of-Way (ROW) and Utility relocation certification for USACE FY 2021-22 workflow. In coop-
eration with the USACE, complete the construction of the SAR Phase 5B projects. Finalize the turn-over of the SAR Reach 9
Phase 2B, Phase 3, Phase 4 and Phase 5A projects to OCFCD for future operation and maintenance. JOC contracts for the pipe
severing of the abandoned SARI Line. In cooperation with Riverside County Flood Control and Water Conservation District
(RCFC&WCD) and USACE, grant the required easements and rights-of-way within the OCFCD-owned Green River Golf Club
for the Santa Ana River Burlington Northern Santa Fe (BNSF) Railroad Bridge Protection Project. As part of the BNSF Railroad
Bridge Protection Project, construct the knuckle fill extension to complete the slope protection at the Green River Golf Club
access driveway and reconstruction of Aliso Creek Bridge #1 at the Green River Golf Club. In cooperation with the USACE, pre-
pare Engineering Documentation Report (EDR) and Plans & Specs for the River Road Dike, Alcoa Dike Phase 2, Norco Bluffs
and the Prado Dam Spillway. Award the contracts for Norco Bluffs, Alcoa Phase 2, River Road Dike in 2021.

Total Revenues 12,503,406 15,382,000 7,635,774 32,381,861 16,999,861 110.5
Inc/(Dec) to Obligated Fund Balances (1,682,930) (59,300,963) (51,414,698) (100,961,757) (41,660,794) 70.3
Detailed budget by expense category and by activity is presented for agency: OC Flood - Capital in the Appendix on page A226

468 - County Service Area #13 - La Mirada INFRASTRUCTURE & ENVIRONMENTAL
468 - COUNTY SERVICE AREA #13 - LA MIRADA
468 - County Service Area #13 - La Mirada


Provide for maintenance of local collector sewers in an unin- Percent of County General Fund: N/A
corporated Orange County island adjacent to the City of La Total Employees: 0.00
Mirada, near the City of Fullerton.
Budget Summary
Total Revenues 11,051 10,068 14,406 13,911 3,843 38.2
Detailed budget by expense category and by activity is presented for agency: County Service Area #13 - La Mirada in the Appendix on page A232

INFRASTRUCTURE & ENVIRONMENTAL 15T - El Toro Improvement Fund
15T - EL TORO IMPROVEMENT FUND
15T - El Toro Improvement Fund


The Irvine Redevelopment Agency, the County of Orange, Percent of County General Fund: N/A
and the City of Irvine entered into that certain Property Tax Total Employees: 0.00
Transfer and Pre-Annexation agreement on March 4, 2003,
and Implementation Agreement No.1 on March 18, 2005. As
per these agreements, the El Toro Improvement Fund Budget
receives revenue from the Successor Agency to the Irvine
Redevelopment Agency based on incremental property tax
amount. The use of this revenue is restricted to legally allow-
able County infrastructure, facilities, and development
needs in the former MCAS El Toro area pursuant to the
agreements.

■ Master planning and approvals for the 100 Acre Parcel (100AP) were vacated, including Final Program Environmental
Impact Report No. 620 and the El Toro 100-Acre Parcel Development Plan, in response to lawsuits filed by the cities of
Irvine and Laguna Beach, Heritage Fields, and Laguna Greenbelt. As a result, the Disposition and Development Agree-
ment with Lowe Enterprises was terminated. The County subsequently approved an option and ground lease agreement
with Mind OC to entitle and construct a 22-acre Be Well, South Campus to expand and enhance the County's behavioral
health care system. The County also improved a 20-acre parcel for a vehicle maintenance facility and is pursuing approval
of this site for temporary vehicle storage through the City of Irvine while exploring long-term uses with the City. In addi-
tion, Building 360 is being rehabilitated for use by the Health Care Agency to store medical equipment in response to the
COVID-19 pandemic. The County is also coordinating with the City of Irvine and local agencies on improvements in the
project area, including road improvement plans for Marine Way and monitoring the Department of Navy's draft Findings
of Suitability to Transfer No. 10, which will include the transfer of the remaining County parcels at the former MCAS El
Toro.
■ Master planning and approvals for the West Alton Parcel (WAP) were vacated, including Final Environmental Impact
report No. 621 and the West Alton Parcel Development Plan, in response to lawsuits filed by the cities of Irvine and
Laguna Beach, Heritage Fields, and Laguna Greenbelt. The County is coordinating future land uses at the WAP with the
City of Irvine.

15T - El Toro Improvement Fund INFRASTRUCTURE & ENVIRONMENTAL
Budget Summary
As per County Implementation Agreement No. 1, Fund 15T receives County Facility Payment (CFP) revenue within 30 days
after the close of the fiscal year.
■ During FY 2007-08 through FY 2019-20, Fund 15T received $11.3 million from the City of Irvine and $1.4 Million from
interest and other revenue. During this period, Fund 15T spent $8.8 million for eligible activities related to the develop-
ment of El Toro parcels.
■ As of June 30, 2020, there was $3.9 million fund balance available.
■ FY 2020-21 Budget includes $3.4 million in revenue, $3.3 million from the City of Irvine for CFP payment. FY 2020-21
Budget includes $7.1 million appropriations for eligible expenses.
■ FY 2021-22 Budget includes $3.5 million in revenue, $3.3 million from the City of Irvine for CFP payment. FY 2021-22
Budget includes $4.9 million in appropriations for eligible expenses.

Total Revenues 2,700,280 3,355,477 4,287,120 3,460,696 105,219 3.1
Detailed budget by expense category and by activity is presented for agency: El Toro Improvement Fund in the Appendix on page A170

■ In December 2011, the California Supreme Court upheld AB X1 26 dissolving redevelopment agencies effective February
1, 2012. The City of Irvine elected to become Successor Agency to the Irvine Redevelopment Agency.
■ On July 9, 2014, Court Approved Stipulated Judgment to recognize $292,000,000 Enforceable Obligation (ROPS) between
Successor Agency to the dissolved Irvine Redevelopment Agency (RDA) and CA Department of Finance. The Stipulated
Judgment requires fixed $4,380,000 per year distribution from the incremental property taxes to taxing entities pursuant
to Health & Safety Code Section 34183(a)(4) (Residual Distribution 1st) and then distributing the remaining
$292,000,000 and other ROPS.
■ On December 11, 2017, Successor Agency Irvine RDA approved FY 2018-19 ROPS, which shows Total Outstanding Debt
or Obligations of $302,564,477 including:
A) Implementation Agreement No. 1 County Facility Payment payable to County of Orange $41,973,000
B) Implementation Agreement No. 2 Flood Control Facility Payment to County of Orange $650,000
C) Cooperative Agreement Admin Cost Payment to City of Irvine $250,000
D) Stipulated Judgment Enforceable Obligation Payment to City of Irvine $259,691,477

INFRASTRUCTURE & ENVIRONMENTAL 274 - OCWR Corrective Action Escrow
274 - OCWR CORRECTIVE ACTION ESCROW
274 - OCWR Corrective Action Escrow


The Corrective Action Escrow Fund was established as Percent of County General Fund: N/A
required by state regulations to demonstrate financial assur- Total Employees: 0.00
ance for corrective action in the event that corrective action
is necessary at the County of Orange's three active and two
closed landfills.
Budget Summary
(1) (1)
Net Position - Beginning Balance 365,795 532,581 532,581 612,581 80,000 15.0
Total Revenues 166,785 182,000 80,000 40,000 (142,000) (78.0)
Total Requirements 0 714,581 0 652,581 (62,000) (8.7)
Inc/(Dec) to Reserves 0 0 0 0 0 0.0
Net Position - Ending Balance 532,581 0 612,581 0 0 0.0
(1) The above totals may not match FY 2019-20 Current Modified Budget and FY 2020-21 Final Budget totals included in "At a Glance" due to inclusion of increases
in Reserves.

280 - Airport - Operating Enterprise INFRASTRUCTURE & ENVIRONMENTAL
280 - AIRPORT - OPERATING ENTERPRISE

https://www.ocair.com/default
280 - Airport - Operating Enterprise


The Mission of John Wayne Airport (JWA) is to plan, direct Percent of County General Fund: N/A
and provide high quality aviation services and facilities for Total Employees: 169.00
Orange County in a safe, secure and efficient manner.
Strategic Goals:
■ Maintain a safe and secure environment for aviation and the traveling public.
■ Provide a positive aviation experience to travelers and tenants.
■ Operate in an environmentally responsible manner.
■ Operate as a financially efficient and self-supporting aviation facility.
■ Implement ongoing and new capital improvement projects.

SUCCESSFULLY PASS THE FEDERAL AVIATION Passed with a minor Pass the Annual Part 139 JWA is taking all steps necessary to continue to
ADMINISTRATION (FAA) ANNUAL PART 139 correctable action. Inspection with no achieve a full pass with no correctable actions.
AIRPORT CERTIFICATION INSPECTION. correctable action.
What: The FAA conducts an annual inspection to
ensure that the Airport is being operated in a
safe manner.
Why: Failing the inspection may lead to
decertification and loss of all commercial air
service.
SURVEY RATING OF EITHER "SATISFIED" OR 93% of respondents in the The Passenger Survey is The Passenger Survey was completed in FY
"VERY SATISFIED" ON A 5-POINT SCALE. "Passenger Survey" rated conducted biannually, and 2019-20 and will be conducted again in FY 2021-
What: Surveys of passengers conducted to learn JWA either "satisfied" or will be conducted again in 22.
their views of Airport's facilities and services. "very satisfied" on a 5-point FY 2021-22.
Why: Surveys identify facility and service scale for overall satisfaction.
improvements to add value to the passenger
experience.
ENSURE ALL REQUIRED ENVIRONMENTAL 100% of all required Have 100% of all required The Airport anticipates that 100% of all required
PERMITS ARE IN PLACE AND IN GOOD environmental permits are in environmental permits in environmental permits will continue to be in
STANDING. place. place. place.
What: JWA is subject to various environmental
regulations, many of which require permits.
Why: To comply with all applicable regulations
and ensure environmentally sensitive
operations.

INFRASTRUCTURE & ENVIRONMENTAL 280 - Airport - Operating Enterprise

MAINTAIN A DEBT SERVICE COVERAGE OF AT The debt coverage for FY Continue to maintain debt Since issuance of the 1987 Airport Revenue
LEAST 125%. 2019-20 improved to 543%. service coverage above Bonds, JWA has consistently exceeded the rate
What: Bond Indenture requires Airport net the 175% internal coverage imposed by indenture.
revenues each FY of at least 125% of debt minimum target.
service requirement.
Why: Demonstrates both prudent fiscal
management and the ability to repay bonded
debt.
MAINTAIN A RESERVE CASH CONTINGENCY The Airport maintained a Maintain a reserve The Airport anticipates maintenance of the $50
OF $50 MILLION. reserve contingency of $50 contingency of $50 million reserve contingency for FY 2020-21.
What: A contingency for unforeseen operating million. million.
emergencies, catastrophic events and to
minimize disruption.
Why: Reserve contingency is a key component
of sound fiscal management.
IMPLEMENT ONGOING AND NEW CAPITAL Completed Terminal Complete 3160 IT Room The Airport is currently on schedule to meet the
IMPROVEMENT PROJECTS. Improvements, Terminal Fire Suppression System, anticipated completion of planned capital
What: Preserve and enhance the Airport's Gate 14 Hold Room Airport Operations Center, improvement projects.
facilities and infrastructure. Improvements, Terminal A Airfield Lighting and
Why: To maintain a safe and secure and B Air Handler Signage Updates,
environment and provide a positive experience Replacements and HVAC Concession Development
to the traveling public. Ducting. Infrastructure
Improvements, Terminal
Building Curtain Wall
Modifications, and Parking
Operator Emergency
Generator.

■ In response to COVID-19 impacts, John Wayne Airport implemented numerous Airport-wide operational changes to
address health and safety concerns, fiscal viability, and tenant sustainability, and provided support to the County's Emer-
gency Operations Center.
■ Extended Terminal utilities (electric, gas, water, and waste) to within the leaseholds of future concession spaces - estab-
lishing utility connection points specifically for new concessions and provided power to the majority of the seats in the
Airport hold rooms.
■ Collaborated with the Sheriff 's Department to reduce Airport Police staffing costs.
■ Completed maintenance on critical electrical infrastructure including all Airport Automatic Transfer Switches and two
substations.
■ Welcomed four new entrant air carriers, introducing seven new markets and reinstating service to Mexico in 2021, and
integrated first new carrier, Spirit Airlines, into the Common Use Passenger Processing System (CUPPS) for self-service
check-in and Flight Information Display.
■ Launched the AirPAWS Therapy Dog Program in partnership with Orange County Animal Allies, which brings trained
therapy dogs to the Thomas F. Riley Terminal to help make travel more enjoyable for JWA guests.
■ Launched the OC AirPASS program, which allows guests an opportunity to access the secure areas of the Terminal.
Guests without a boarding pass can now shop, dine, and greet friends and relatives when they arrive at the gate or accom-
pany them before their flight.

Government Relations - Includes Government Relations, Business Development - Includes Asset Management,
Access and Noise, Communications, Customer Relations, Insurance and Safety. Manage concession planning and reve-
and Public/Media Relations. Manage government, media nue development activities; negotiation and administration
and community relations, customer relations and communi- of leases, licenses, concession agreements and easements;
cations at John Wayne Airport. Respond to media and public and the acquisition and sale of real property and related
inquiries; serve as front-line customer service agents; coor- appraisal and condemnation issues. Administer the Airport
dinate Ambassador and Tour Guide volunteer programs; Concession Disadvantaged Business Enterprise Program
plan and organize museum-quality exhibitions; disburse and manage insurance requirements.
information via the Airport Web site; track local, state and Maintenance Division - The Maintenance Department
federal legislation; enforce the Phase 2 Commercial Airline includes Shop Services, Contract Services, Technical Ser-
Access Plan and Settlement Agreement; educate the sur- vices Division, and Utility management. This Department is
rounding communities about access and noise issues; and responsible for the upkeep, repair and safety of all of the Air-
handle noise complaints. ports' facilities on a 24-hour basis, 365 days a year. These
Operations Administration - Includes Operations, Infor- facilities include a terminal building with 337,000 square
mation Systems, Law Enforcement (Sheriff-Coroner) and feet of interior space as well as over 5 acres of airfield and
Aircraft Rescue and Firefighting (Orange County Fire parking structures with more than 10,000 parking spaces. In
Authority). Ensure that John Wayne Airport operates safely, addition to the regular repair and upkeep of these facilities,
securely, and effectively and within the scope of strict federal the Maintenance Department is also responsible for the
regulations. Conduct airport inspections; address the needs safety compliance of the Airport and its many tenants as well
of all tenants, patrons, and other customers; oversee the as overseeing the Airport's compliance with all local, State
administration of general aviation aircraft tie-down spaces; and Federal environmental regulations.
issue and track employee identification badges and other Finance Division - Includes Budget, Finance, Purchasing,
access cards and keys; manage parking facilities; and moni- ASR coordination, and Accounting. Manage Airport budget,
tor the activities of ground transportation providers. Man- finance, debt management, cash and liquidity management,
age all aspects of Information Systems. and fixed asset control; oversee airport rates and charges
Facilities Management - Includes Engineering and Plan- preparation; prepare revenue budget and projections; man-
ning. Provide engineering studies and analysis of Airport age Airport procurement. It also includes Auditor-Control-
facility requirements; manage planning and project manage- ler's satellite JWA Accounting unit. Manage lease and
ment of improvement projects; prepare grant applications concession revenue account control, Purchase Order and
for federal assistance under the FAA Airport Improvement Non-Purchase Order accounts payable; and oversee account-
Program; amend the Airport Master Plan and revise the Air- ing processes for FAA Grants, bond and investments, tie
port Layout Plan; provide staff support to Airport Land Use downs, ground transportation, and passenger facility
Commission (ALUC) and coordinate California Environ- charges.
mental Quality Act (CEQA) clearance for Airport projects;
and ensure compliance of Airport facilities with environ-
mental regulations.

INFRASTRUCTURE & ENVIRONMENTAL 280 - Airport - Operating Enterprise
Airport Director - Includes the Office of the Airport Director, Human Resources, Quality Assurance and Compliance and
Administrative Services. Develop airport policy and administer all activities associated with the operation of John Wayne Air-
port. Also, includes County Counsel's satellite attorneys who are assigned to the Airport. Provide legal advice and representa-
tion to the Airport. The Office of the Director has direct responsibilities for six airport divisions: Government Relations,
Operations, Facilities Management, Business Development, Maintenance and Finance.
Ten Year Staffing Trend: position to the Operations Division.
In FY 2018-19, added 2 new positions for the Operation
185 182 Division.
179
180 178 178 178
177
174 174 position for the Operations Division.
175
170
169 ■ In FY 2015-16, added 1 new Limited Term Storekeeper.
positions: 1 for Environmental Compliance and 2 for
160
Facility Maintenance.
In FY 2014-15, added 2 positions: 1 position transferred
from Clerk of the Board and 1 from County Executive
Office to address Information Technology needs offset
by deleting 2 limited-term positions per County policy.
pandemic-related revenue losses, 7 positions associated
with the Voluntary Incentive Program were deleted. ■ In FY 2012-13, deleted 1 position transferred to Work-
ers Compensation ISF to centralize the County Safety
Program and deleted 3 positions transferred to Human
tions transferred to OC Public Works from the Facilities
Resources to Centralize Human Resource Services.
Management Division.
Budget Summary
As an enterprise fund, John Wayne Airport is self-supporting through revenues it generates and receives no money from the
County General Fund. Revenues are utilized to operate the Airport, repay revenue bonds, fund facility capital improvements or
maintenance projects and support aviation planning in order to provide high quality aviation services and facilities for Orange
County in a safe, secure and efficient manner.
Fund 280 total revenue budget decreased from FY 2020-21 Modified Budget by $8 million due to reduced passenger activities
resulting from COVID-19. Expense decreased by $18 million, excluding fund balance adjustments, to offset revenues with
lower expense due to the impacts of COVID-19.
Fund 281 Capital Improvements expense budget decreased from FY 2020-21 Modified Budget by $30 million due to the com-
pletion of P409 Airport Operations Center, P415 Airfield Lighting and Signage Upgrades, P446 Rental Car Configuration, and
P447 Terminal Building Curtain Wall Modifications.
Fund 283 revenues decreased by $12 million due to reduced Passenger Facility Charges (PFC) resulting from COVID-19.
Expense decreased by $16 million due to a decrease in debt service payments, based on the FY 2021-22 debt service schedule,
and a reduction in special items for fund balancing.


(1) (1)
Total Positions 176 169 169 169 0 0.0
Net Position - Beginning Balance 46,308,764 31,985,001 31,985,001 31,422,282 (562,719) (1.8)
Total Revenues 142,888,713 148,877,319 112,315,029 140,856,229 (8,021,090) (5.4)
Prior Year Encumbrance 1,545,301 0 1,793,911 0 0 0.0
Cancellations
Inc/(Dec) to Reserves (8,808,288) (30,086,129) (30,094,493) (39,490,813) (9,404,684) 31.3
Net Position - Ending Balance 31,985,001 1 31,422,282 0 (1) 0.0
in Reserves.

■ The FY 2021-22 priorities are to operate a financially efficient and self-supporting aviation facility with conservative fiscal
policies to continually provide safe and superior services to the travelling public and the Airport's tenants.
■ Budget Priorities:
Exercise prudence in managing and prioritizing operating expenses and other expenditures and maintain a viable diver-
sification of revenue sources.
Appropriate cash reserves and other financing sources for continuing capital improvements at the Airport.
■ Finance and Operating Priorities:
Control operating expenses and cash outlay to maintain the Airport competitiveness via costs reimbursed (compensa-
tory) through airline rents and fees given the Airport's growth constraints (Settlement Agreement).
Maintain long-term sustainable and diversified revenue streams and remain vigilant to revenue trends and opportunities.
Utilize cost-effective available financing sources and provide adequate wherewithal to maintain the Airport facilities and
infrastructure in good condition.
Maintain strong debt coverage exceeding the Bond Indenture Rate Covenant requirement.

Government Operations Facilities Business Maintenance
No. Agency Name Relations Administration Management Development Division Finance Division Airport Director Total
280 Airport - Operating 3,994,686 50,169,228 12,965,267 2,818,183 33,573,665 105,346,265 2,902,030 211,769,324
Enterprise
281 Airport 0 0 35,448,000 0 0 35,000 0 35,483,000
Construction Fund
283 Airport Debt 0 0 0 0 0 80,248,525 0 80,248,525
Service Fund
Total 3,994,686 50,169,228 48,413,267 2,818,183 33,573,665 185,629,790 2,902,030 327,500,849

INFRASTRUCTURE & ENVIRONMENTAL 281 - Airport Construction Fund
281 - AIRPORT CONSTRUCTION FUND
281 - Airport Construction Fund


Fund 281 was established to segregate the Airport's Capital Percent of County General Fund: N/A
Improvement Program project expenses from Fund 280 Total Employees: 0.00
operational expenses as the funding sources for the two
respective funds are different. Expenditures in this fund are
financed by transfers from the Airport's Operating Fund
(Fund-Department 280-280) and Debt Service Fund (Fund-
Department 283-280), Federal and State grants and by inter-
est earnings on the cash balance in the Fund.
Budget Summary
County General Fund. Net revenues from JWA operations are utilized to fund capital projects that provide high quality aviation
services and facilities for Orange County in a safe, secure and efficient manner.
Expenditures in this fund are financed by transfers from the Airport's Operating Fund (Fund-Department 280-280), Federal
and State grants and by interest earnings on the cash balance in the Fund.

(1) (1)
Net Position - Beginning Balance 104,607,534 26,890,173 26,890,173 2,451,898 (24,438,275) (90.9)
Total Revenues 23,082,331 38,754,827 6,177,739 33,031,102 (5,723,725) (14.8)
Inc/(Dec) to Reserves 19,382,877 0 0 0 0 0.0
Changes to Net Position, Unrestricted (72,908,063) 0 0 0 0 0.0
- Inc/(Dec) Note 2
Net Position - Ending Balance 26,890,173 0 2,451,898 0 0 0.0
in Reserves.
(2) In FY 2019-20, a journal voucher correction to Net Position was made by the Department. The correction was related to the reversal of a FY 2018-19 year-end
accrual of a Transfer In from fund 283 for $72.9 million.

283 - Airport Debt Service Fund INFRASTRUCTURE & ENVIRONMENTAL
283 - AIRPORT DEBT SERVICE FUND
283 - Airport Debt Service Fund


Fund 283 provides appropriations for debt service and Percent of County General Fund: N/A
related trustee activity associated with Airport Revenue Total Employees: 0.00
Refunding Bonds, Series 2019. The bonds were issued to
finance the Airport Improvement Plan. Passenger Facility
Charge (PFC) revenues are also recorded in this fund.
Strategic Goals:
■ Continue to comply with Bond Coverage/Rate Covenant requirements in accordance with the Bond Indenture.
■ Monitor PFC revenue collections, not to exceed the amended aggregate limit.
Budget Summary
County General Fund. Net revenues from JWA operations are utilized to provide repayment of Airport Revenue Bonds.
JWA will utilize PFC revenue and transfers in from the JWA Operating Fund (Fund-Department 280-280) to make debt service
payments.

(1) (1)
Net Position - Beginning Balance (21,163,788) 66,487,359 66,487,359 62,883,735 (3,603,624) (5.4)
Total Revenues 21,393,971 29,456,151 9,995,867 17,364,790 (12,091,361) (41.0)
Inc/(Dec) to Reserves 4,616,755 0 0 0 0 0.0
Changes to Net Position, Unrestricted 72,908,063 0 0 0 0 0.0
- Inc/(Dec) Note 2
in Reserves.
(2) In FY 2019-20, a journal voucher correction to Net Position was made by the Department. The correction was related to the reversal of a FY 2018-19 year-end
accrual of a Transfer Out to fund 281 for $72.9 million.

INFRASTRUCTURE & ENVIRONMENTAL 284 - OCWR-FRB/Bee Canyon Landfill Escrow
284 - OCWR-FRB/BEE CANYON LANDFILL ESCROW
284 - OCWR-FRB/Bee Canyon Landfill Escrow


State regulations require landfill operators to demonstrate Percent of County General Fund: N/A
financial assurance for future landfill closure costs. OC Total Employees: 0.00
Waste & Recycling makes deposits to this fund to comply
with the regulation requirements.
Budget Summary
Net Position - Beginning Balance 2,220,917 3,028,126 3,028,126 2,500,126 (528,000) (17.4)
Total Revenues 592,866 600,000 272,000 136,000 (464,000) (77.3)
Total Expenditures/Encumbrances 837,084 3,628,126 800,000 1,836,126 (1,792,000) (49.4)
Inc/(Dec) to Reserves (1,051,427) 0 0 800,000 800,000 0.0
in Reserves.

286 - OCWR - Brea/Olinda Landfill Escrow INFRASTRUCTURE & ENVIRONMENTAL
286 - OCWR - BREA/OLINDA LANDFILL ESCROW
286 - OCWR - Brea/Olinda Landfill Escrow


Budget Summary
Net Position - Beginning Balance 703,602 1,406,722 1,406,722 468,722 (938,000) (66.7)
Total Revenues 790,051 865,000 362,000 181,000 (684,000) (79.1)
Inc/(Dec) to Reserves (1,287,852) (1,265,989) 0 (1,350,278) (84,289) 6.7
Net Position - Ending Balance 1,406,722 0 468,722 0 0 0.0
in Reserves.

INFRASTRUCTURE & ENVIRONMENTAL 287 - OCWR - Prima Deshecha Landfill Escrow
287 - OCWR - PRIMA DESHECHA LANDFILL ESCROW
287 - OCWR - Prima Deshecha Landfill Escrow


Budget Summary
Net Position - Beginning Balance 505,278 234,297 234,297 0 (234,297) (100.0)
Total Revenues 417,553 456,000 362,000 181,000 (275,000) (60.3)
Total Requirements 805,643 1,073,976 800,000 1,300,000 226,024 21.1
Inc/(Dec) to Reserves (117,110) (383,679) (203,703) (1,119,000) (735,321) 191.7
Net Position - Ending Balance 234,297 0 0 0 0 0.0
in Reserves.

299 - OC Waste & Recycling Enterprise INFRASTRUCTURE & ENVIRONMENTAL
299 - OC WASTE & RECYCLING ENTERPRISE

http://www.ocgov.com/gov/waste/
299 - OC Waste & Recycling Enterprise


To provide waste management services, protect the environ- Percent of County General Fund: N/A
ment, and promote recycling in order to ensure a safe and Total Employees: 284.00
healthy community for current and future generations.
Strategic Goals:
■ To maintain a financially sound, flexible long-term plan for local solid waste disposal and management services.
■ To maintain protection of Orange County's public health, safety, and its environment.
■ To sustain the economic viability of the Orange County solid waste disposal system by ensuring consistent and reliable
public fees/rates and adequate revenues to maintain efficient, cost-effective and high-quality OC Waste & Recycling oper-
ations.
■ To provide a fair, objective, open, planning process that is: presented in non-technical, easily understood terms, applica-
ble to an evaluation matrix, responsive to and involves stakeholders and the public, and results in public understanding.

LONG-TERM PERMITTED SYSTEM CAPACITY Greater than 15 years for Greater than 15 years of The Department has more than adequate capacity
AND NUMBER OF YEARS OF LANDFILL LIFE long-term permitted system long-term permitted to fulfill state minimum standard. Results
WITHIN EXISTING PHASE. capacity. Years of landfill life system capacity and indicate that the Department exceeded the
What: Measures if Orange County meets state within existing phase: 4.1 greater than or equal to performance target of at least three years in the
minimum standard of providing 15 years of years for Frank R. Bowerman three years of landfill life number of years of landfill life for all three
landfill capacity. Landfill through Phase VIIIB, in existing phases of landfills.
6.01 years for Olinda Alpha active landfills.
Why: Maintains adequate long-term landfill Landfill, and 13.5 years for
capacity to avoid expensive out-of-county Prima Deshecha Landfill.
disposal options.
TOTAL VISITS AT 4 HOUSEHOLD HAZARDOUS 190,778 visits to the four 2% increase in visits to The Material Exchange Program's (MEP)
WASTE COLLECTION CENTERS AND FOR Household Hazardous Waste the four Household participation data dropped down due to COVID-19
MATERIAL EXCHANGE PROGRAM. Collection Centers and Hazardous Waste impact. The HHWCC-MEP program was closed to
What: Collect household hazardous waste from 10,281 visits for the Material Collection Centers and the the public from March to June 2020.
County residents at four centers. Exchange Program. Material Exchange
Program from the past
Why: Reduce illegal and improper household three years' average.
hazardous waste disposal.

INFRASTRUCTURE & ENVIRONMENTAL 299 - OC Waste & Recycling Enterprise

NUMBER OF MONETARY ENFORCEMENT Zero monetary enforcement Zero monetary Results indicate the Department did not incur any
ACTIONS AND NOTICES OF NON- action resulted from twenty- enforcement actions and monetary enforcement actions from Federal,
COMPLIANCE. one notices of non- less than thirteen notices State, and/or local regulatory agencies. However,
What: Inspection reports of the landfills compliance issued in 2019. of non-compliance. the Department received a total of 26 notices of
prepared by regulatory agencies. non-compliance, which exceeded the target of
less than 13 notices, due to unforeseen contract
Why: To continuously monitor, maintain, and issues.
comply with mandated Federal, State and local
requirements.
COMPLIANCE WITH HABITAT MITIGATION 100% compliance with 85-99% compliance with All existing mitigation sites are in compliance and
PERMIT REQUIREMENTS & COMPENSATORY habitat mitigation permit habitat mitigation permit exceeded the performance targets. Habitat
HABITAT MITIGATION INITIATED. requirements and 100% requirements and 85-99% mitigation has been implemented for Frank R.
What: Measures the effectiveness & compensatory habitat compensatory habitat Bowerman, Olinda Alpha, and Prima Deshecha
performance of habitat mitigation as required by mitigation initiated (i.e., in mitigation initiated (i.e., in Landfills and new construction projects are
Federal/State agencies. the ground) prior to the ground) prior to proceeding at two of the landfill sites.
impacting existing native impacting existing native
Why: Federal/State regulations require habitat habitat at Frank R. habitat at Frank R.
mitigation to be completed prior to a Bowerman, Olinda Alpha and Bowerman, Olinda Alpha
development phase. Prima Deshecha Landfills. and Prima Deshecha
Landfills.
TOTAL AMOUNT OF RENEWABLE ENERGY 412,944 MW hours of Greater than or equal to The Silverado Fire in October 2020 curtailed
GENERATED IN MEGAWATTS (MW) HOURS. renewable energy. 425,000 MW hours of generation of electricity at the FRB Landfill.
What: The target renewable energy production renewable energy. Approximately 14,000 Megawatts hours of
demonstrates maximizing the beneficial use of generation was lost due to the fire. Recent
landfill gas. improvements to the LFG system at OAL has
improved gas quality and flow and additional
Why: Utilizing landfill gas to generate renewable generation is anticipated from EDL.
energy offsets cost & maintains a stable
disposal rate.
PUBLIC CONTACTS WITH EDUCATIONAL There was no in person Greater than 400,000 We transitioned in-person engagement activities
PURPOSE, COMMUNITY EVENT engagement or educational public contacts with to virtual and heavily promoted them digitally. Will
PARTICIPATION, AND EARNED MEDIA event due to COVID-19 educational purpose, keep 2021-22 targets in place assuming
COVERAGE. restriction. participate in 20-22 communities reopen in Summer 2021.
What: Provide ongoing educational outreach community events, and
about recycling, and waste diversion and earn a minimum of 75
organic waste management. media coverage instances
and 1 million impressions.
Why: To comply with legislation, regulations,
promote waste treatment, diversion and
recycling behavior.
TARGET RESERVES LEVEL AND REGULATORY 84% Reserves level of the 25% Target Reserves level Results indicate that the Department with its
REQUIREMENT COMPLIANCE. annual operating budget and of the annual operating reserves of 84% (over total actual operating
What: Indicates the financial stability of the 100% Regulatory budget and greater than expense), and much higher than the targeted
County's solid waste disposal system. Requirement Compliance. or equal to 100% 25%, is financially strong. We have also set aside
Regulatory Requirement the required funds for Financial Assurances
Why: Ensures long-range self-sustainability of Compliance. related to Closure, Post Closure, and Corrective
Orange County's solid waste disposal system. Action.


DAILY UTILIZATION RATE FOR CORE 68.2% Daily utilization rate Limit the standby time Average daily heavy equipment utilization is
EQUIPMENT. for core equipment. and utilize the core 68.2% for FY 2020-21 through the end of
What: Measures the efficiency of daily machine equipment 65% or more February 2021. We anticipate exceedance of the
usage. based on industry 65% target or greater by the end of this fiscal
standard. year.
Why: To efficiently manage solid waste at the
Orange County landfills.
SAFETY TRAINING COMPLETED. 93% Completion. 90% or more. County staff completed 93% of mandatory safety
What: Measures the percentage of safety training classes. These results included COVID-
classes completed. 19 prevention plan training, and all County
Why: Consistent and effective safety training is training. Documentation has been transitioned
a key leading indicator of a mature safety into Eureka Learning Management System.
culture. Results indicate safety training is reaching and
engaging employees.

■ Completed construction of Bee Canyon Greenery and Capistrano Greenery. These two commercial sized facilities will
continue growth in operation with the goal of attaining full scale operations in two years.
■ Completed the Request for Proposal (RFP) process for the new Exclusive Franchise Agreement.
■ Continued Good Neighbor approach and localized community relations outreach and responses for OCWR's ongoing
operations and future initiatives.
■ Continued and expanded the Mattress and Metal Recycling projects at all three landfills to increase materials diversion
from the waste stream.
■ Continued the rechargeable battery recycling program at all household hazardous waste collection centers.
■ Continued the remediation for destruction caused by the Silverado Fire at Frank F. Bowerman Landfill.
■ Implemented the Standard Operating Procedures (SOPs) to improve efficiencies and safety in operations, and to stan-
dardize procedures across OCWR, and identify resources to perform tasks.
■ Implemented advanced safety culture initiative, and several new Best Management Practices (BMPs) in response to
COVID-19 pandemic.
■ Commenced the dialogue with Orange County cities for future negotiations of the Waste Disposal Agreements.
■ Received four waste industry and landfill management awards.
■ Pending regulators' final review of Olinda Alpha Landfill's permit revision identifying the continuation of waste disposal
at Olinda Alpha Landfill and maximize available airspace into the future.

OC Waste & Recycling
Business Landfill
Compliance
Director Services & Central Region North Region South Region Development
Support
External Affairs S.O.P.
Director - OC Waste & Recycling's Director provides over- management program; manages the renewable energy pro-
sight, policy direction and leadership to ensure the Depart- gram; manages the habitat program and provides California
ment remains mission centered, strategically planned and Environmental Quality Act compliance services; manages
effectively organized; oversees a total of 284 positions; and the regulatory compliance program handling all related
facilitates both the development and achievement of the reporting and permitting for the Department.
Department's goals and strategic priorities. The Office of the
Director includes Human Resource Services and County Central Region - Operates and manages daily activities at
Counsel. the Frank R. Bowerman Landfill which accepts and disposes
of residential, commercial and industrial non-hazardous
Business Services & External Affairs - Conducts Depart- waste; manages and maintains various closed landfill sites.
ment accounting, budget, finance, and procurement activi- Oversees and manages direct operations for resource recov-
ties; oversees Department information systems; provides ery and organics recycling for composting.
general business support services. Administers the Waste
Disposal Agreements; manages contracts for solid waste and North Region - Operates and manages daily activities at the
collection services in the unincorporated areas; maintains Olinda Alpha Landfill which accepts and disposes of resi-
and manages the Countywide Integrated Waste Management dential, commercial and industrial non-hazardous waste;
Plan and administers AB 939 programs; manages the house- manages and maintains various closed landfill sites. Over-
hold hazardous waste collection/disposal and hazardous sees and manages direct operations for resource recovery
materials assessment programs; and performs legislation/ and organics recycling for composting.
regulation analysis function for the Department. Manages
government & community relations and external affairs. South Region - Operates and manages daily activities at the
Acts as the Department's liaison with local, State and Fed- Prima Deshecha Landfill which accepts and disposes of resi-
eral regulators, as well as public and private stakeholders. dential, commercial and industrial non-hazardous waste;
manages and maintains various closed landfill sites. Over-
Compliance Support - Provides oversight and support for sees and manages direct operations for resource recovery
environmental services compliance, safety culture develop- and organics recycling for composting.
ment, reliability maintenance program for light duty and
heavy equipment management and contract administration, Landfill Development S.O.P. - Oversees project manage-
and heavy equipment operations training. Coordinates ment for the Regional Landfill Options for Orange County
safety and emergency preparedness services through collab- (RELOOC) strategic plan and development of Standard
oration and information dissemination; administers the Operating Procedures (S.O.P. development of "Playbook") to
Department's active and closed landfill risk and liability provide standard procedures for the safe and effective train-
ing for continued operations and continuous improvement.
Provides project management and related contract quality
assurance/quality control support.


284 284
285 281 The Department will continue to provide available landfill
280 276 276 capacity as needed for importation of waste, and to allocate
274
275 net importation revenue sharing to the County General Fund
270 267 268 268 268 and Orange County cities. In addition, the Department con-
265 tinues its support to the County with multi-year lending to
260 the County General Fund, OC Animal Care, and the Sheriff 's
255 department.
Base Budget:
Ten Year Staffing Trend Highlights: The FY 2021-22 Budget of $225.2 million is $9.6 million
■ During the FY 2020-21 budget process, added 17 posi- (4.5%) higher than the FY 20-21 Modified Budget of $215.6
tions for composting operation, and metal / mattress million primarily due to the increase in transfer-out to sup-
recycling projects. port capital projects at the landfills. The Revenue Budget of
In FY 2019-20, deleted 1 position transferred to HRS for $172.5 million is $9.8 million (6%) higher than the FY 2020-
ongoing support. 21 primarily due to the increase of tonnage revenue from CPI
■ In FY 2016-17, added 1 position transferred from OC rate escalation and the projected $8 million of insurance
Dana Point Harbor for merging to OC Parks. reimbursement for the Silverado Fire recovery cost. The
$52.7 million budget deficit is offset of Fund Balance Unas-
■ In FY 2015-16, deleted 7 positions transferred to OCIT
signed.
Shared Services as part of centralization.
■ In FY 2014-15, deleted 2 long-term vacant positions per
County Policy.
■ In FY 2012-13, deleted 1 position transferred to Work-
ers Compensation ISF to centralize the County Safety
Program and deleted 4 positions transferred to Human
Resources to Centralize Human Resource Services.
Total Positions 267 284 284 284 0 0.0
Total Revenues 160,736,496 162,702,814 167,332,280 172,514,378 9,811,564 6.0
Inc/(Dec) to Reserves 43,750,944 14,046,453 (1,523,523) (8,010,903) (22,057,356) (157.0)
Net Position - Ending Balance 52,847,905 (1) 44,689,199 0 1 0.0
in Reserves.


■ OC Waste & Recycling continues to support the County General Fund in FY 2021-22 with an estimated transfer of over $7
million from importation net revenue sharing.
■ OC Waste & Recycling continues to pioneer in the organic materials management with full scale composting operation,
expansion of metal and recycling projects, and promotion of a safety culture.
■ OC Waste & Recycling continues to integrate disposal capacity into strategic financial and operational planning, to main-
tain a competitive disposal rate, and continues to manage risk/liability through diligent administrative practices.
■ OC Waste & Recycling continues to operate and maintain the state of the art's environmental control systems and consci-
entious ongoing habitat mitigation efforts, and continues to work towards increasing the beneficial reuse of landfill gas at
the landfills.
■ OC Waste & Recycling continues the strategic plan to develop the County's landfill system with large capital projects for
landfill expansion in FY 2021-22.

Business Services Compliance Landfill
No. Agency Name Director & External Affairs Support Central Region North Region South Region Development S.O.P. Total
273 OCWR Capital 0 18,014,110 0 17,130,000 2,400,000 41,234,332 0 78,778,442
Project Fund
275 OCWR - 0 10,600,000 0 0 0 0 0 10,600,000
Environmental
Reserve
279 OCWR - Landfill 0 23,733,000 0 0 0 0 0 23,733,000
PostClosure
Maintenance
295 OCWR Importation 0 50,146,839 0 0 0 0 0 50,146,839
Revenue Sharing
299 OC Waste & 1,521,739 85,631,937 15,384,255 43,002,583 45,077,064 34,596,902 0 225,214,480
Recycling
Enterprise
Total 1,521,739 188,125,886 15,384,255 60,132,583 47,477,064 75,831,234 0 388,472,761

273 - OCWR Capital Project Fund INFRASTRUCTURE & ENVIRONMENTAL
273 - OCWR CAPITAL PROJECT FUND

273 - OCWR Capital Project Fund

Description:
Fund 273 was established to provide a separate fund for OC
Waste & Recycling's capital improvement project expenses.
Expenditures in this fund are financed by transfers from
OCWR's Operating Fund (Fund-Department 299-299).

■ Completed Bee Canyon Greenery. This project provided infrastructure to process 300 tons of organic waste into compost.
The project included installing electrical service to the compost facility, installing water service, installing fire protection
service, grading of pad, installing storm water and leachate collection areas, and miscellaneous construction work needed
to operate the Frank R. Bowerman Landfill's composting facility.
■ Completed Capistrano Greenery. This project provided infrastructure to process 300 tons of organic waste into compost.
The project included installing electrical service to the compost facility, installing water service, installing fire protection
service, grading of pad, installing storm water and leachate collection areas, and miscellaneous construction work needed
to operate the Prima Descheca Landfill's composting facility.
■ Design work continues for Prima Fee Booth Reconfiguration project, and Prima Flare Replacement project at the Prima
Deshecha Landfill.
■ Design work continues for FRB Phase VIII-A Groundwater Protection, and Stockpile project at the Frank R. Bowerman
Landfill.
Budget Summary
The FY 2021-22 Budget of $78.8 million is $22.9 million (40.9%) higher than the FY 2020-21 Modified Budget of $55.9 million
due to multiple large capital projects budgeted in FY 2021-22 including FRB Phase VIII-A1 Groundwater Protection, FRB East
Drainage Remediation, Valencia Greenery, and Prima Zone 4 Phase A Mass Excavation and Groundwater Protection. Expendi-
tures in this fund will be financed by Fund Balance Unassigned and transfers in from OCWR's Operating Fund (Fund-Depart-
ment 299-299).

Total Revenues 16,685,749 26,936,000 26,821,000 51,250,000 24,314,000 90.3
Inc/(Dec) to Reserves 24,956 0 (6,245,162) 0 0 0.0
in Reserves.

INFRASTRUCTURE & ENVIRONMENTAL 275 - OCWR - Environmental Reserve
275 - OCWR - ENVIRONMENTAL RESERVE
275 - OCWR - Environmental Reserve


The Environmental Reserve Fund was established for the Percent of County General Fund: N/A
purpose of setting aside monies for unknown and/or unfore- Total Employees: 0.00
seen environmental liabilities including County legal reme-
diation liability at the County's active and closed landfill
sites, and former refuse disposal stations. The Fund provides
the financial resources to fund these liabilities, and to pre-
vent these impacts to the funding required for day-to-day
operations.
Budget Summary
The FY 2021-22 Budget of $10.6 million is $26.2 million (71%) lower than the FY 2020-21 Modified Budget of $36.8 million.
This is due to the large transfer-out to support multi-year lending to the Sheriff 's Department in FY 2020-21 and no transfer-
out in FY 2021-22.

Net Position - Beginning Balance 9,355,528 10,495,644 10,495,644 0 (10,495,644) (100.0)
Total Revenues 1,175,715 1,284,000 600,000 10,600,000 9,316,000 725.5
Total Requirements 35,599 36,779,644 30,037,000 10,600,000 (26,179,644) (71.2)
Inc/(Dec) to Reserves 0 (25,000,000) (18,941,356) 0 25,000,000 (100.0)
Net Position - Ending Balance 10,495,644 0 0 0 0 0.0
in Reserves.

279 - OCWR - Landfill PostClosure Maintenance INFRASTRUCTURE & ENVIRONMENTAL
279 - OCWR - LANDFILL POSTCLOSURE MAINTENANCE
279 - OCWR - Landfill PostClosure Maintenance


State regulations require OC Waste & Recycling provide Percent of County General Fund: N/A
financial assurance for postclosure maintenance activities at Total Employees: 0.00
all closed landfills. To comply with the regulations, OC Waste
& Recycling has transferred monies into this fund for cur-
rent/future postclosure expenses as needed.
Budget Summary
The FY 2021-22 Budget of $23.7 million is $42.6 million (64.2%) lower than the FY 2020-21 Modified Budget of $66.3 million.
This is due to the absence of transfer-out to support multi-year borrowing from the Sheriff 's Department.

Net Position - Beginning Balance 3,633,819 12,613,915 12,613,915 101,365 (12,512,550) (99.2)
Total Revenues 31,265,003 53,716,755 41,066,903 16,220,000 (37,496,755) (69.8)
Inc/(Dec) to Reserves 1,212,000 5,641,315 5,080,818 (7,411,635) (13,052,950) (231.4)
Net Position - Ending Balance 12,613,915 0 101,365 0 0 0.0
in Reserves.

INFRASTRUCTURE & ENVIRONMENTAL 295 - OCWR Importation Revenue Sharing
295 - OCWR IMPORTATION REVENUE SHARING
295 - OCWR Importation Revenue Sharing


To continue waste importation in accordance with Amend- Percent of County General Fund: N/A
ment I to the Waste Disposal Agreements, deposit revenues Total Employees: 0.00
from imported waste, fund OCWR disposal system, and dis-
tribute net importation revenue sharing to the County and
Orange County cities.
Strategic Goals:
■ To stabilize disposal rates for County of Orange residents and provide net importation revenue sharing to the County and
Orange County cities.
Budget Summary
The FY 2021-22 Recommended Budget of $50.1 million is $3.2 million (5.9%) lower than the FY 2020-21 Modified Budget of
$53.3 million. This is primarily due to the decrease of importation tonnage revenue from the long-term impact from COVID-
19 pandemic.

(1) (1)
Net Position - Beginning Balance 146,839 146,839 146,839 146,839 0 0.0
Total Revenues 53,369,704 53,150,000 53,150,000 50,000,000 (3,150,000) (5.9)
in Reserves.

GENERAL GOVERNMENT SERVICES
PROGRAM IV: GENERAL GOVERNMENT SERVICES

FY 2021-2022 FY 2021-2022 FY 2021-2022
Budget
002 Assessor 43,250,518 110,002 43,140,516
003 Auditor-Controller 19,190,281 9,336,835 9,853,446
006 Board of Supervisors - 1st District 1,562,906 0 1,562,906
007 Board of Supervisors - 2nd District 1,562,906 0 1,562,906
008 Board of Supervisors - 3rd District 1,562,906 0 1,562,906
009 Board of Supervisors - 4th District 1,562,906 0 1,562,906
010 Board of Supervisors - 5th District 1,562,906 0 1,562,906
011 Clerk of the Board 5,367,770 75,000 5,292,770
014 CAPS Program 11,721,734 363,705 11,358,029
015 Property Tax System Centralized O&M Support 6,004,455 2,510,004 3,494,451
017 County Executive Office 26,338,248 10,745,846 15,592,402
025 County Counsel 10,453,322 3,428,103 7,025,219
031 Registrar of Voters 21,181,929 2,779,602 18,402,327
035 CEO Real Estate 8,843,519 4,899,321 3,944,198
052 OC Campaign Finance and Ethics Commission 455,406 3,750 451,656
054 Human Resource Services 6,719,702 2,269,054 4,450,648
059 Clerk-Recorder 23,000,000 23,000,000 0
074 Treasurer-Tax Collector 15,780,181 12,947,456 2,832,725
079 Internal Audit 2,831,055 25,000 2,806,055
GENERAL FUND SUBTOTAL 208,952,650 72,493,678 136,458,972
107 Remittance Processing Equipment Replacement 450,920 450,920 0

12D Clerk-Recorder Special Revenue Fund 9,253,924 9,253,924 0
12E Clerk-Recorder Operating Reserve Fund 5,085,000 5,085,000 0
12P Assessor Property Characteristics Revenue 200,000 200,000 0
135 Real Estate Development Program 2,247,902 2,247,902 0
TOTAL - GENERAL GOVERNMENT SERVICES 226,190,396 89,731,424 136,458,972

002 - Assessor GENERAL GOVERNMENT SERVICES
002 - ASSESSOR
http://www.ocgov.com/gov/assessor/
002 - Assessor


To serve the citizens of Orange County by valuing all legally Percent of County General Fund: 1.06%
assessable property with uniformity and impartiality, pro- Total Employees: 263.00
ducing property tax assessment rolls in accordance with the
laws of the State of California, and helping property owners
understand their property valuations.
Strategic Goals:
■ Identify, properly assess and value all taxable property in Orange County, aiming to achieve top ranked results for the
Assessment Practice Survey (audit) conducted by the Board of Equalization (BOE) and ensuring all taxpayers receive the
appropriate exemptions.
■ Advocate on behalf of the taxpayers through the Taxpayer Advocate Office and extend the annual assessment appeals fil-
ing deadline from September 15th to November 30th.
■ Provide property valuation information to the South County taxpayers through South County public service office.
■ Accept credit card payments at the public service counter as an added service to the taxpayer without service fees.
■ Enhance operational efficiency and productivity through the use of technology and adopt procedures to meet the needs of
the workforce and support the public.
■ Encourage employee development by providing access to relevant training opportunities.

PUBLISH THE SECURED AND UNSECURED Published the Secured and Publish the Secured and We are in the process of valuing all taxable
ASSESSMENT ROLLS OF VALUE PRIOR TO Unsecured Assessment Rolls Unsecured Assessment property in the County for the FY 2021-22
JULY 1, EVERY YEAR. by June 26, 2020. Rolls by June 25, 2021. Assessment Rolls of Value.
What: Fulfills the Assessor's Constitutional
mandates.
Why: Establishes the basis for property tax
assessments that fund schools and local
government services.
VALUE ALL TAXABLE PROPERTY IN ORANGE Valued 958,477 real property Continue to value all We continue to respond to market dynamics and
COUNTY. parcels and 106,980 taxable property in the trends that change significantly from year to year,
What: Fulfills the Assessor's Constitutional business/personal property County, an estimated revisions in property tax laws, a workload that is
mandates. (unsecured assessments) 960,000 real property increasing and a workload mix that is shifting
Why: Implements the provisions of Proposition accounts. parcels and 107,000 continually.
(Prop) 13 and other property tax laws. business and personal
property accounts.

GENERAL GOVERNMENT SERVICES 002 - Assessor

IMPLEMENT HOMEOWNER, VETERAN & 424,699 Homeowners, Implement exemptions in We process claims and application forms on a
INSTITUTIONAL EXEMPTIONS FOR ELIGIBLE Disabled Veterans and accordance with property continuous basis.
INDIVIDUALS AND ORGANIZATIONS. Institutional Exemptions tax laws.
What: Limits or reduces taxable value, as were enrolled.
mandated by the State Constitution.
Why: Qualifying individuals and organizations
receive the tax-saving benefits of these
exemptions.
APPLY TAXABLE VALUE RESTRICTIONS Applied taxable value Continue to proactively We process claims and application forms on a
ADOPTED BY CALIFORNIA VOTERS. restrictions to eligible apply taxable value continuous basis, and evaluate parcels for Prop 8
What: Restricts taxable value based on parcels in accordance with restrictions to eligible conditions annually.
qualifying events, such as declines in value. property tax laws. Value may properties in accordance
Why: Implements Prop 8 and other property tax be restricted if property with property tax laws and
laws that restrict the taxable value of property. declines in value (Prop 8), is the provisions of the
transferred between parent newly passed Prop 19.
and child, or is purchased as
a replacement residence by
a senior citizen or severely
disabled property owner.
CONTINUE TO PRODUCE LOCAL ASSESSMENT Orange County's Local Continue to produce The Department continuously monitors the status
ROLLS THAT MEET LEGAL QUALITY Assessment Rolls meet legal assessment rolls in of property tax laws and State rules. The
STANDARDS. quality standards established accordance with property Assessor Department's property assessment
What: The BOE conducts periodic surveys to by Government Code tax laws and exceed the practice is modified to implement changes in the
determine if assessment rolls meet legal quality Sections 15640 and 15642, minimum assessment law.
standards. and Revenue and Taxation ratio of 95.0%.
Why: Reduces appeals and related costs, Code section 75.60.
provides uniformity statewide, builds confidence
in the system.

■ Extended the regular appeals filing period from September 15th to November 30th, resulting in significant savings in
mailing costs. Every year, the Assessor must notify the Clerk of the Board to extend the appeals deadline to November
30th, giving the taxpayer longer to file their appeal after they receive their property tax bill.
■ In order to reduce the appeals workload during the Corona Virus (COVID-19) Pandemic, worked with taxpayers and their
representatives to stipulate cases, which do not require their attendance at the hearing.
■ The Annual Roll was delivered on June 26, 2020, for processing by the Auditor-Controller and Treasurer-Tax Collector to
issue timely tax bills. We have delivered the roll ahead of the July 1st deadline for the sixth consecutive year.
■ The Annual Rolls of Value totaled $655.3 billion, a growth of 4.7% representing an increase in value of $29.6 billion over
the previous year.
■ The Taxpayer Advocate Office helped 1,347 taxpayers with any Assessor Department issues they had for the 2020 year.
The total number of taxpayer assistance since the creation of this Office is 5,779. The most common requests are for assis-
tance with exclusions from reappraisal under propositions 58, 60 & 90 and assistance with preparing property tax exclu-
sion forms, resolving penalties applied for failure to file change of ownership statements, and other issues with real
property.
■ Continued to provide fair and accurate valuations of properties that are transferred as well as restoring values for proposi-
tion 8 recoveries.
■ In response to the COVID-19 Pandemic, Assessor staff transitioned to telecommuting but maintained enough staffing in
the office to continue to efficiently serve the public. Additionally, Assessor procured UV air filters to enhance the quality
of air in the office.

002 - Assessor GENERAL GOVERNMENT SERVICES
Assessor
Business Real Roll Quality Computer Management

Property Property Support Assurance Systems Services
Business Property - Audits and appraises business per- Quality Assurance - Provides appraisal methodologies,
sonal property and assesses all trade fixtures, leased equip- procedures, training and quality control for roll production,
ment, boats and aircraft with taxable situs in Orange County. audit and appraisal staff.
Real Property - Appraises real property, new construction Computer Systems - Provides programming and data pro-
and reassessable changes in ownership, and maintains cessing services, system security and technical services to
records on all real property parcels including residential, support the development of the Assessment Rolls of Value.
commercial, rural, industrial and special use properties.
Management Services - Provides fiscal management, pro-
Roll Support - Reviews and maintains recorded documents cess integration, contract administration, procurement and
evidencing a change in ownership of real property, prepares personnel services, general department administration and
Assessor parcel maps and processes homeowner, veteran public service support to the public and other government
and institutional exemptions. agencies.

315 315 315 315 315
320 312 311
310 300
300
deleted.
290 282
280
270 263 were deleted per CEO recommendation, and 1 position
260 was added from County Executive Office.
250
240
In FY 2019-20 1 position was deleted in accordance
230 with the County's Vacant Position Policy.
■ In FY 2017-18, 1 position was deleted in accordance
■ In FY 2016-17, 3 positions were transferred to Human
Resource Services.
In FY 2011-12, deleted 22 long-tern vacant positions as
a result of the Vehicle License Fee (VLF) Countywide
budget reduction.

GENERAL GOVERNMENT SERVICES 002 - Assessor

Budget Summary
Base Budget:
Plan for Support of the County's FY 2021-22 Budget meets the Net County Cost (NCC) Limit
Strategic Priorities: of $43.1 million.
The Assessor Department recognizes the County's Strategic

Priorities and will continue to operate in coordination with
those priorities to the extent they do not conflict with the
Department's constitutional mandates to produce Rolls of
Value and provide valuation services to Orange County's
property owners and businesses.
(1) (1)
Total Positions 281 263 263 263 0 0.0
Total Revenues 1,069,766 2,464,197 1,460,752 110,002 (2,354,195) (95.5)
Net County Cost 39,595,019 43,140,516 41,355,365 43,140,516 0 0.0
Detailed budget by expense category and by activity is presented for agency: Assessor in the Appendix on page A8

Management
No. Agency Name Business Property Real Property Roll Support Quality Assurance Computer Systems Services Total
002 Assessor 6,632,525 12,731,360 10,554,256 902,202 3,049,029 9,381,146 43,250,518
12P Assessor Property 0 0 0 0 0 200,000 200,000
Characteristics
Revenue
Total 6,632,525 12,731,360 10,554,256 902,202 3,049,029 9,581,146 43,450,518

12P - Assessor Property Characteristics Revenue GENERAL GOVERNMENT SERVICES
12P - ASSESSOR PROPERTY CHARACTERISTICS REVENUE
12P - Assessor Property Characteristics Revenue


The Assessor's Property Characteristics Revenue Fund Percent of County General Fund: N/A
(Fund 12P) is subject to the Revenue and Taxation Code Sec- Total Employees: 0.00
tion 408.3 and will be used to support, maintain, improve,
and provide creation, retention, automation, and retrieval of
assessor information. Accordingly, part of these funds may
be used to purchase system tools (e.g. computers, servers
and software), for collecting and maintaining assessor infor-
mation data. There is no expiration date for the fund. Inter-
est earned from the fund will be deposited in County
General Fund based on Management decision.
Budget Summary
This budget is consistent with the priorities and operational plans contained in the Assessor Department's Business Plan and
Strategic Financial Plan. Expenditures incurred in this fund will follow the guidelines set forth in Revenue and Taxation Code
Section 408.3.

(1) (1)
Total Revenues 127,248 200,000 150,000 200,000 0 0.0
Total Expenditures/Encumbrances 0 200,000 0 200,000 0 0.0
Detailed budget by expense category and by activity is presented for agency: Assessor Property Characteristics Revenue in the Appendix on page A124

GENERAL GOVERNMENT SERVICES 003 - Auditor-Controller
003 - AUDITOR-CONTROLLER
http://www.ac.ocgov.com/
003 - Auditor-Controller


The Auditor-Controller's mission is to promote public over- Percent of County General Fund: 0.47%
sight, provide accountability, and support financial decision- Total Employees: 404.00
making for the County. The Auditor-Controller's vision is to
be the County's trusted source of financial information to
account for the past, direct the present, and shape the future.
As the Auditor-Controller's Office carries out its vision and

mission, it will conduct business with the highest ethical and
due diligence standards and demonstrate commitment to
the citizens of Orange County, other County departments,
special districts, and its own employees.
Strategic Goals:
■ To assist the County in controlling financial risk.
■ To promote accountability by developing and enforcing systems of accounting controls.
■ To anticipate and meet the County's needs for financial services and reliable information.
■ To increase Countywide organizational effectiveness by making appropriate investments in our staff and technology.

PERFORM MANDATED AUDITS AND REVIEWS The mandated audits and Perform mandated audits On schedule to complete mandated audits and
AND ISSUE REQUIRED REPORTS TIMELY. reviews were completed and and reviews and issue reviews according to California law.
What: Perform reviews of the Treasurer's the required reports were required reports timely for
Schedule of Assets and biennial audits of issued timely for FY 2019- FY 2020-21.
Probation's juvenile books and accounts. 20.
Why: Perform audits and reviews as mandated
by California law.
RECEIVE UNMODIFIED OPINIONS ON The County received an Continue to receive The County received an unmodified opinion for its
COMPLIANCE WITH LAWS, REGULATIONS, unmodified opinion for its FY unmodified opinions for all FY 2019-20 CAFR and the Single Audit Report for
AND GRANT PROVISIONS. 2019-20 CAFR, and the accounting related areas FY 2019-20 complied, in all material respects,
What: Measures compliance with requirements County complied, in all in the FY 2020-21 reports, with the types of requirements of its major
in administering Federal and State programs. material respects, with the and continue to meet the Federal programs.
Why: Provides assurance that there are no requirements that could requirements of the U.S.
material weaknesses in controls affecting have a direct and material Office of Management and
compliance. effect on each of its major Budget Uniform Guidance.
Federal programs reported in
the Single Audit for the year
ended June 30, 2020.

003 - Auditor-Controller GENERAL GOVERNMENT SERVICES

MAINTAIN AVERAGE PROCESSING DAYS PER The average processing days The Auditor-Controller will On target. However, the average processing days
INVOICE UNDER 10. per invoice was at 9 strive to keep the average per invoice will continue to increase due to
What: Measures accountability to pay County- business days, with a year- invoice processing days continued staffing shortages and due to the
wide invoices on time. over-year increase due to under 10, however, due to urgency of handling CARES related invoices.
Why: To ensure sufficient support is provided to limited resources. The staffing decrease, the
meet County-wide contractual obligations average processing days for actual result may exceed
timely. the same period in prior year the target in FY 2021-22.
was 6.
MEET BI-WEEKLY PAYROLL DEADLINES FOR The bi-weekly payroll The Office expects to During the fiscal year, the payroll cycle continued
ALL 26 PAY PERIODS. deadlines were met for all meet all bi-weekly payroll to be completed timely with an average of 19,000
What: Measures ability to meet bi-weekly pay periods in FY 2020-21. deadlines during FY 2021- County and special district employees being paid
County payroll deadlines. 22. bi-weekly.
Why: To ensure County employees can rely on
being paid consistently and without delay.

■ Reviewed, processed, and reconciled 208 Coronavirus Aid, Relief, and Economic Security (CARES) claims, totaling $402
million.
■ Monitored the submission of Federal Emergency Management Agency (FEMA) claims, totaling $112 million and pro-
cessed reimbursements to the corresponding departments, totaling $16 million.
■ Prepared and reconciled the quarterly regulatory reports for the Coronavirus Relief Fund timely.
■ Maintained appropriation control over the County's $7.5 billion budget.
■ Prepared the FY 2019-20 Comprehensive Annual Financial Report (CAFR) and received the Certificate of Achievement for
Excellence in Financial Reporting from the Government Finance Officers Association (GFOA) for the prior year's report.
■ Prepared the annual Orange County Citizens' Report for FY 2019-20, which provides an overview of the County's financial
condition, and received the GFOA Award for Outstanding Achievement in Popular Annual Financial Reporting for the
prior year's report.
■ Prepared the annual State Controller's Financial Transaction Report for FY 2019-20 and received the Financial Transac-
tions Reporting Award from the State Controller's Office for the prior year's report.
■ Prepared the Countywide Cost Allocation Plan (CWCAP) in conformance with the Federal Uniform Guidance for FY
2021-22.
■ Implemented County-wide workflow process to allow departments to submit and approve invoices electronically.
■ Audited over $3 billion in invoices and disbursed $6.6 billion in funds kept in the county treasury.
■ Designed, developed and built a remote work environment that allowed Auditor-Controller employees to work remotely
during the COVID-19 pandemic.
■ Collaborated with satellite agency staff to ensure all eligible expenses for CARES Act were submitted for reimbursement.
■ Authorized payment of construction bond proceeds to the developers for the redevelopment of the Orange County's Civic
Center.
■ Submitted all mandated State and Federal grant claims timely despite the many challenges of COVID-19 and staff vacan-
cies in satellite accounting units.
■ Submitted all Federal, State and local financial reports and annual financial statements that comply with regulations and
reporting standards for County departments timely to ensure accountability and transparency of financial transactions.

Auditor-Controller
Internal Audit
Chief Deputy
Auditor-Controller
Central Accounting Satellite Accounting

Information Technology Administration
Operations Operations
Central Accounting Operations - The Central Accounting performs daily monitoring and reconciliation of the
Operations Division is comprised of Claims and Compliance County's bank accounts. In addition, GA staff prepare man-
Unit, Payroll and Employee Benefits (EB) Unit, Financial dated financial reports, record and monitor County capital
Reporting (FR) Unit, General Accounting (GA) Unit, Cost asset records, and support the financial needs of the County.
Revenue and Budget (CRB) Unit and Property Tax/County- The Property Tax/ Oversight Board Unit performs the Audi-
wide Oversight Board (Oversight Board) Unit. These units tor-Controller's statutorily mandated functions related to
provide core services that are traditionally associated with property tax. This includes the allocation and apportion-
the Auditor-Controller's Office such as accounts payable ser- ment of property tax collections, and the establishment and
vices, financial reporting, and maintenance of the property maintenance of the property tax rolls. The main property tax
tax rolls. The Claims and Compliance Unit audits and issues rolls include the secured, unsecured, and supplemental rolls.
payments that are statutorily required or which are provided Property taxes are a significant source of revenue for cities,
for in contracts approved by the Board or by the County's schools, redevelopment property tax trust funds, special dis-
Purchasing Agent. These payments are for a large variety of tricts, and the County. The timely and accurate allocation
goods and services which are necessary to keep the County and apportionment of property taxes to these taxing entities
functioning. The Payroll and EB Unit ensures that payroll is essential for them to meet their mandates and maintain
and benefits are processed for the 19,000 County and special their cash flow. Maintenance of the property tax rolls
district employees. One of the major services provided by involves ensuring that property tax liabilities are accurate
the FR Unit is the preparation of the County's Comprehen- and appropriate. To further streamline the dissolution of
sive Annual Financial Report (CAFR), which is a presenta- redevelopment, one oversight board replaced the individual
tion of the County's financial information. It is used by the oversight boards that oversaw the wind-down activities of
public, bond-rating agencies, government, and internally to the County's 25 successor agencies (formerly referred as
examine the financial health of the County. The FR Unit is redevelopment agencies). The unit provides statutorily
also responsible for preparing the Single Audit Report, a required staff support for this Countywide Oversight Board.
Federal requirement for governments that receive Federal
financial assistance and is required to continue receiving Satellite Accounting Operations - The Satellite Accounting
such assistance. The CRB Unit prepares the countywide cost Operations Division provides specialized accounting ser-
allocation plan (CWCAP) to help departments maximize vices and support to seven County departments through a
revenues from Federal and State funding sources for the distinct accounting team (referred to as Satellite Accounting
recovery of County indirect costs, and prepares the adopted Team). Satellite Accounting Teams are co-located with host
line-item County budget. The GA Unit provides vital checks department staff. The host department reimburses the Audi-
and quality controls for the County's financial records and tor-Controller for all satellite accounting costs. The County

of Orange first implemented Satellite Accounting in approxi- supported by the division include the county-wide CAPS+
mately 1975 to provide centralized control over accounting Financial and Procurement and CAPS+ Human Resource
policies and procedures and provide better coordination and and Payroll Systems, CAPS+ System Security & Workflow
consistency in accounting for the County's finances. Over the administration, document imaging and management sys-
years, the concept spread to the seven County departments tem (ERMI), Financial and Procurement Data Warehouse,
that now host a satellite accounting team. Approximately, and property tax systems. These systems are a vital compo-
67% of the Auditor-Controller's employees are assigned to nent of the County's infrastructure and are required for
the satellite accounting operations. The accounting services County operations, such as financial planning, budget devel-
provided by these teams are varied and are in accordance opment, maintaining financial records, generating financial
with the needs of the host department. Examples of these statements, collecting costs for Federal and State program
specialized accounting services include reimbursement billings, procuring goods and services, making vendor and
claiming of over $1.8 billion per year from various Federal trust disbursements, processing the County's payroll, and
and State funding sources, financial statements, financial administering personnel records. The Network and Desktop
reporting, accounts receivable and billings, accounts pay- Support team provides operational and desktop support to
able, payroll, collections, job cost accounting, grant account- systems' servers and Auditor-Controller staff. Examples of
ing, and providing consultation on special projects. The support include providing input into the architectural design
Satellite Accounting Teams are located in the Health Care during system upgrades and migrations, and design and
Agency, OC Community Resources, OC Waste & Recycling, development of a remote work environment for department
John Wayne Airport, OC Public Works, the Social Services staff during the COVID-19 pandemic.
Agency, and the County Executive Office/Public Finance Sec-
tion. Executive & Administration Services - The Administra-
tion Division is responsible for Administrative Services,
Information Technology - The Information Technology Financial Services, and Public Information Officer (PIO)/
(IT) Division is comprised of Project Management and Secu- Custodian of Records providing central administrative sup-
rity Services, Functional and Technical Support, and Net- port to the entire Auditor-Controller's Office.
work and Desktop Support. The Project Management and
Security Services team supports a variety of IT projects and Internal Audit - The Internal Audit Division performs
takes the lead in certain system upgrade and development audits and reviews that are mandated by the Government
efforts to increase County efficiency. The security services Code and the Welfare Institutions Code to be performed by
team oversees the issuance and safeguarding of the con- the Auditor-Controller. These include quarterly reviews and
trolled assets for the Auditor-Controller's Office, the enforce- an annual audit of the Treasurer's Schedule of Assets, and a
ment of IT policies and procedures, and the development of biennial audit of Probation's juvenile books and accounts. At
security standards. The Functional and Technical Support the request of the Treasury Oversight Committee, the divi-
team keeps the Auditor-Controller and Countywide financial sion performs monthly monitoring of the Treasurer's invest-
systems running accurately and timely. The support enables ment portfolio for compliance with the Investment Policy
the Auditor-Controller's Office and financial professionals Statement. Additional responsibilities include investigating
throughout the County to run systems and access the infor- financial fraud allegations and cash shortages reported by
mation necessary to perform their jobs. Some of the systems County management.


Ten Year Staffing Trend: were transferred to establish the Internal Audit Depart-
ment.
450 445 445
In FY 2017-18, 1 position was added to support the
440 434 435
Redevelopment Property Tax Trust Fund (RPTTF) for
430 oversight of Successor Agencies and 2 positions were
418 419
420 added in Staff Services.
411 411
408
410 404
400
added from Employee Benefits, 2 positions were added
390
to support Satellite Accounting services.
380
In FY 2015-16, 14 positions were added for the Auditor-
Controller Internal Audit division, 6 positions were
Ten Year Staffing Trend Highlights: added from Health Care Agency (HCA) Public Guardian
to HCA Accounting, 2 positions were added for Fee
Studies, and 1 position was transferred to the County
Executive Office.
with the Voluntary Incentive Program (VIP) were
deleted. ■ In FY 2014-15, 1 position was added to the Information
Technology Division to support Independent Economic
Analysis as required by County Ordinance No. 14-005
tions were deleted per CEO recommendation and 1
Civic Openness in Negotiations (COIN).
position was transferred to County Counsel.
In FY 2019-20, 1 position was transferred to Human
added to support the OC Public Works accounts payable
Resource Services and 8 positions were deleted in
function.
accordance with the County's Vacant Position Policy.
In FY 2013-14, 7 positions were added to the Social Ser-
vices Agency (SSA) Accounting unit, and 2 positions
added for Cybersecurity and 1 position was added for
were transferred to SSA.
in-house Property Tax System support.
■ In FY 2012-13, 3 positions were added to support Audi-
In FY 2018-19, 1 position was deleted in accordance
tor Controller Systems, 3 positions were deleted due to
HRS Recentralization and 3 positions were deleted due
to VLF reductions.

Budget Summary
Base Budget:
Plan for Support of the County's FY 2021-22 Budget meets the Net County Cost (NCC) Limit
Strategic Priorities: of $9.9 million.
Although the Auditor-Controller does not have responsibility

for a specific priority item, the department will continue to
promote public oversight, provide accountability and sup-
port financial decision making for the County in a cost effi-
cient manner.


(1) (1)
Total Positions 411 404 404 404 0 0.0
Total Revenues 8,226,826 9,206,008 9,311,883 9,336,835 130,827 1.4
Net County Cost 8,995,734 9,800,946 9,482,787 9,853,446 52,500 0.5
Detailed budget by expense category and by activity is presented for agency: Auditor-Controller in the Appendix on page A11

■ Staffing: The Auditor-Controller Office has taken every effort possible to meet the Net County Cost limits through various
cost reduction measures, e.g. maintaining vacancies, deleting vacant positions, and limiting non-discretionary services
and supplies expenses to those that are essential to the mission and goals of the department. Due to the Vacant Position
Policy, total authorized positions will continue to reduce if funding is not available to fill vacant positions.
■ Governmental Accounting Standards: The Governmental Accounting Standards Board (GASB) establishes accounting
and financial reporting standards for U.S. State and local governments that follow Generally Accepted Accounting Princi-
ples (GAAP). The newly released standards will require substantial resources in Central Accounting Operations for proper
implementation. The Auditor-Controller is committed to ensure compliance with the established accounting standards.
■ COVID-19 Pandemic: The Auditor-Controller's Office remains flexible and responsive to assist the County in receiving
and monitoring reimbursements/drawdowns from the Coronavirus Relief Funds, and timely prepare and submit all regu-
latory reports.

Executive &
Central Accounting Satellite Accounting Administrative Information
No. Agency Name Operations Operations Services Technology Internal Audit Property Tax Total
003 Auditor-Controller 8,287,499 5,568,850 2,228,697 765,699 301,455 2,038,081 19,190,281
014 CAPS Program 0 0 0 11,721,734 0 0 11,721,734
015 Property Tax System 0 0 0 6,004,455 0 0 6,004,455
Centralized O&M
Support
Total 8,287,499 5,568,850 2,228,697 18,491,888 301,455 2,038,081 36,916,470

GENERAL GOVERNMENT SERVICES 014 - CAPS Program
014 - CAPS PROGRAM
014 - CAPS Program


The County-wide Accounting and Personnel System Percent of County General Fund: 0.29%
(CAPS+) budget control was established by Board Minute Total Employees: 0.00
Order dated November 1, 2005 for managing all appropria-
tions and expenditures relating to the CAPS+ program. The
CAPS+ Financial & Procurement, Human Resources & Pay-
roll, and Performance Budgeting (PB) information systems
are a vital component of the County's infrastructure. These
systems are required for County operations to track financial
transactions, financial planning and budget development.
This information is leveraged in the generation of the
County's financial statements (Comprehensive Annual
Financial Report) and for collecting costs for Federal and
State billings. The system is also used in the procurement of
goods and services and making vendor payments. The
CAPS+ system also tracks all Human Resources Personnel
records and generates the County's payroll for over 18,000
employees.
Strategic Goals:
■ Continuous Improvement: Keep improving the functionality of CAPS+ and related administrative practices with the on-
going expansion of features, functionality, capabilities, and technology base which demonstrate a clear return on invest-
ment. Following best practices, the County should strive to leverage the Enterprise Resource Planning (ERP) system to its
fullest capabilities. The oversight of CAPS+ is managed by the Auditor-Controller.
■ Single-Source Solution: Position CAPS+ to be the single source of Financial, Procurement, Payroll, Human Resources,
and Budget information within the County to minimize system redundancy, reduce related costs, and eliminate conflict-
ing data.
■ Stay Current with Technology: Keep CAPS+ at the leading edge of information technology to leverage the County's work-
force and improve services for our constituents.

014 - CAPS Program GENERAL GOVERNMENT SERVICES

MAINTAIN SYSTEM OPERATIONAL CAPS+ maintained 99% On-line systems to be On target.
READINESS. availability of scheduled up- available and fully
What: Ensures that County staff has access to times with processing functional 99% of
information systems resources. completed on time according scheduled up-times and
Why: CAPS+ is required for key administrative to established schedules. processing to be
processes and its availability impacts staff completed on time 99% of
productivity. established schedules.
MAINTAIN A HIGH LEVEL OF SYSTEM USER A survey was not sent out for Maintain a 90% or greater A survey will be conducted in FY 2020-21.
SATISFACTION. FY 2019-20. overall satisfaction rating
What: Measures relative satisfaction with and utilize results of the
CAPS+ in meeting the County's business needs. survey to identify and
Why: A formalized feedback mechanism is address user concerns.
needed to ensure CAPS+ is meeting the needs
of the County.

■ Successfully upgraded the Oracle database from version 12c to 18c.
■ Launched Employee Self Service application.
■ Completed Chart of Account modification.
■ Upgraded AIX platform to version 7.1.
■ Provided support to the "Wet Signature" process and developed a new electronic workflow process.
■ Provided support to the COVID-19/EMFLA effort.
■ Performed Insurance Certification User Interfaces Modification effort.
■ Configured the VTI timekeeping system to support COVID-19 relief efforts.
■ Participated in the Performance Budget upgrade effort led by CEO/Budget.
■ Participated on the OnBase system upgrade.
■ Upgraded the RX Laser check printing server and application.
■ Initiated the Workforce Timekeeping system project to replace the current system.
Information Technology - The Auditor-Controller Information Technology (IT) Division provides support to the CAPS Pro-
gram. The Division comprises of three areas: Project Management and Security Services, Functional and Technical Support,
and Network and Desktop Support.
Project Management and Security Services - The project management team supports a variety of IT projects. The team
takes the lead in system upgrade and development efforts to increase County efficiency such as payroll timesheets and mileage
claims. The security services team oversees CAPS+ assets, enforces IT policies and procedures, and develops security stan-
dards to be in compliance with the County's new Cyber Security policy, addressing audit findings and industry practices. The
team continues to provide guidance and supports the CAPS+ workflow management and user access to the ERP systems.

GENERAL GOVERNMENT SERVICES 014 - CAPS Program
Functional and Technical Support - Staff from Auditor-Controller and OCIT provide support and assistance to CAPS+ to
ensure the Countywide financial and human resource systems are running accurately and timely. Their support enables the
County's financial and human resource professionals to run systems and access the necessary information in order to perform
their jobs. Some of the systems supported by the division include the county-wide CAPS+ Financial, Performance Budgeting,
Procurement, CAPS+ Human Resource and Payroll Systems, Security & Workflow administration, document imaging and
management system (ERMI), Financial and Procurement Data Warehouse, and timekeeping system. These systems are a vital
component of the County's infrastructure and are required for County operations, such as financial planning, budget develop-
ment, maintaining financial records, generating financial statements, collecting costs for Federal and State program billings,
procuring goods and services, making vendor and trust disbursements, processing the County's payroll, and administering
personnel records.
Network and Desktop Support - Auditor-Controller staff provides operational support to systems' servers. The team pro-
vides input into the architectural design during system upgrades and migrations, and desktop support to Auditor-Controller
staff, who are assigned to CAPS+ program, including designing and development of a remote work environment during the
COVID-19 pandemic.
Budget Summary

CAPS+ supports the County's directive to provide core Enterprise Resource Planning (ERP) processes while assessing process
improvements such as improved invoice processing, the implementation of accounts receivable, and in pushing employee self-
service functionality down to the employees thereby improving system efficiencies. Focus will be applied to research the
Enterprise eProcurement solution and to seek gains in functionality and technology in the coming years. The Auditor-Control-
ler's Office will be preparing for an upcoming upgrade to the system.

Total Revenues 880,080 395,292 395,292 363,705 (31,587) (8.0)
Net County Cost 12,940,961 11,358,029 11,348,726 11,358,029 0 0.0
Detailed budget by expense category and by activity is presented for agency: CAPS Program in the Appendix on page A25

■ County business needs are driving an increasing demand for more information system capabilities and services.
■ Modern business systems empower employees providing the means to manage their own information within the system.
Early steps have been achieved in this direction and future plans are in place to continue to migrate the CAPS+ system
towards this goal. This same business environment is pushing for more efficient means of operations.
■ Utilization of services such as Software-As-A-Service (SAAS) and potential utilization of the Internet are growing. All are
being researched for potential solutions within the CAPS+ ancillary systems.
■ Changing "Cloud" technologies and the recent pandemic, with its forced remote work environment, has only strength-
ened the need to keep an open mind on all technologies and the possible inclusion of remote solutions moving forward.

015 - Property Tax System Centralized O&M Support GENERAL GOVERNMENT SERVICES
015 - PROPERTY TAX SYSTEM CENTRALIZED O&M SUPPORT
015 - Property Tax System Centralized O&M Support


The main source of General Purpose Revenue for the County Percent of County General Fund: 0.15%
of Orange is property taxes. Property Tax Revenue in the Total Employees: 0.00
County of Orange is derived from about 1.7 million assess-
ments annually, with a valuation of $655 billion, and results
in almost $8 billion in tax revenues received and appor-
tioned throughout the County. The Property Tax System
(PTS) Centralized Operations and Maintenance (O&M) Bud-
get Control 015 was established in FY 2014-15 under the
Auditor-Controller Department to centralize the costs and
resources related to the administration of the PTS system.
The property tax system is primarily used by the Auditor-
Controller, Clerk of the Board, and the Treasurer-Tax Collec-
tor, and includes interfaces with the Assessor and the Clerk-
Recorder.
Strategic Goals:
■ Centralize support of PTS administration to facilitate coordination and data integration, foster collaboration, maximize
resource pool and increase visibility and association of related issues between the Auditor-Controller, Clerk of the Board,
and Treasurer-Tax Collector.
■ Ensure continuity of systems integral to the administration of property tax processes; ensure judicious management and
preservation of artifacts and system assets.
■ Provide for a more cohesive resource and budget plan to support the Departments' property tax mandates.
■ Modernize and transform the current Assessment Tax System (ATS), which is written in IDEAL code, utilizing the DB2
database, and running on the County's mainframe platform to the new PTS system which will be written on modern JAVA
code, utilizing the SQL database, and running on open architecture platform.

GENERAL GOVERNMENT SERVICES 015 - Property Tax System Centralized O&M Support

PROPERTY TAX SYSTEMS SERVICE System support, functionality Target full functionality On target.
CONTINUITY and availability of PTS was and availability of core
What: Within constraints of the PTS IT Team, met for 99% of scheduled property tax system at
ensure continuity of core and peripheral PTS up-times and scheduled 99% of scheduled up-
applications. timely for 99% of established times and processing to
Why: Interruption impacts department schedules. be completed on time for
operations, and will have financial and/or legal 99% of established
ramifications. schedules.
PROPERTY TAX SYSTEM RESOURCE Achieved improved Establish the target PTS IT On target.
DEVELOPMENT transparency by utilizing a Support Team structure
What: Establish a resource development plan work management tool that will maintain and
that will identify the necessary skills and (WorkFront) to track and enhance the modernized
resources to support the future information manage issues, and make application, including
technology needs of the Property Tax information readily available investment system
Administration Departments. to stakeholders on a regular components, going
Why: Effective support of the property tax basis and real-time on- forward.
system requires the establishment of a properly demand.
skilled team.

■ Completed transitioning Clerk of the Board's Claim for Refunds application from legacy PTMS application and servers to
re-engineered PTS.
■ Continued the re-engineering of the legacy ATS mainframe system to the future PTS open-architected system.
■ Streamlined production of tax bills by implementing a system that tracks district submission of direct charges, helping
reduce error rates and processing time by at least 40%.
Information Technology - The Auditor-Controller Information Technology (IT) Division provides the main support to the
Property Tax System (PTS). The Division comprises of three areas: Program Management and Security Services, Functional
and Technical Support, and Network and Desktop Support.
Program Management and Security Services - The program management team supports a variety of IT projects. The team
is currently overseeing the re-engineering of the ATS property tax system to the new PTS open-architecture platform. Manage-
ment promotes an intra-department cross-training program that covers at-risk critical functions, and continues to balance
resources to support both operations and projects to replace and upgrade the aging legacy systems. The security service team
oversees PTS assets, enforces IT policies and procedures, develops security standards to be in compliance with the County's
new Cyber Security policy, addresses audit findings and industry practices. The team continues to provide guidance and sup-
port to workflow management and user access to the ERP systems.
Functional and Technical Support - Staff from Auditor-Controller and OCIT provide support and assistance to the PTS. The
team maintains continuity and integration across user departments and mitigates risks that could lead to property tax pro-
cessing delays, failures, or unmet mandates. In addition, the team identifies, recommends and implements enhancements to
improve business process efficiencies and service continuity.

015 - Property Tax System Centralized O&M Support GENERAL GOVERNMENT SERVICES
Network and Desktop Support - the Auditor-Controller's staff provides operational support to the systems' servers. The
team provides input into the architectural design during system upgrades and migrations and desktop support to Auditor-
Controller staff who are assigned to the PTS environment, including designing and development of a remote work environ-
ment during the COVID-19 pandemic.
Budget Summary
The maintenance and re-platform of the current property tax system is a strategic technology initiative that supports the busi-
ness needs of the County. Additional internal County staff are being identified and trained to replace external vendor's over
time.
FY 2021-22 Budget includes $2.5 million to complete the Board Approved PTS re-platforming project, which include $500
thousand for User Acceptance Testing (UAT), $1.4 million for two vendor contract amendments approved by the Board in FY
2020-21, and $600 thousand for OCIT for SAN storage and IT support.

Total Revenues 350,000 1,084,195 1,084,195 2,510,004 1,425,809 131.5
Net County Cost 5,251,355 4,577,503 4,550,569 3,494,451 (1,083,052) (23.7)
Detailed budget by expense category and by activity is presented for agency: Property Tax System Centralized O&M Support in the Appendix on page A26

■ The PTS Steering Committee will continue to look for innovative solutions to effectively administer the Property Tax Sys-
tem processes by working collaboratively with all stakeholders and other California counties, while promoting transpar-
ency and knowledge-sharing.
■ Utilize internal County staff to replace retiring vendor staff thereby decreasing overall operational costs.
■ Complete the PTS re-engineering project that will allow the County to transition from a mainframe platform to an open-
architecture system thereby allowing the County to move away from the mainframe and its associated high operating
costs.

GENERAL GOVERNMENT SERVICES 006 - Board of Supervisors - 1st District
006 - BOARD OF SUPERVISORS - 1ST DISTRICT

http://www.ocgov.com/gov/bos/1
006 - Board of Supervisors - 1st District


Orange County Supervisor Andrew Do represents the First Percent of County General Fund: 0.04%
District communities of Garden Grove, Westminster, Santa Total Employees: 10.00
Ana, Midway City and portions of Fountain Valley. Supervi-
sor Do's mission is to improve the quality of life for all of
central Orange County's residents by making consistent
improvements to government services through the adoption
of innovative practices and strategic planning.
Strategic Goals:
■ Creating a world-class mental health and homelessness response that benefits all Orange County residents.
■ Instituting reforms that make Orange County's criminal justice system more effective in reducing crime and enhancing
mental health and substance abuse treatments that reduce involvement in the criminal justice system.
■ Supporting Orange County's school children by increasing access to recreational facilities and after-school opportunities.
■ Advocating for transportation projects and funding to meet the needs in Central Orange County.
■ Eliminating costly regulations that impede innovation and hurt Orange County's small businesses.
■ Investing in the County's aging infrastructure and securing the County's long-term fiscal health.
■ Expanding access to vital health care services for seniors and low-income families.

■ Homelessness: Negotiated the settlement of Orange County's landmark Catholic Worker lawsuit, which will provide more
housing and shelters for homeless residents, incentivizing the production of housing for Orange County's homeless resi-
dents while ensuring a regionally balanced response.
■ Homelessness: Acquired and began construction on a replacement for the Courtyard facility in Santa Ana. The Yale Tran-
sitional Center will shelter up to 425 homeless individuals from the Central Service Planning Area and will provide shel-
ter, meals, sanitary facilities and access to case management, employment and housing assistance, healthcare, mental
health services and substance abuse treatment, and other forms of assistance to individuals experiencing homelessness.
■ Mental Health: Created and secured funding for a public private partnership to build Be Well OC, Orange County's first
mental health facility which broke ground on October 16, 2019; hosted a Provider Forum for mental health stakeholders
to address gaps in services and how we can improve our mental health delivery system.
■ Criminal Justice System: Developed Orange County's Integrated Services Strategy, which applies the County's System of
Care model to promote a more intentional, effective criminal justice system that makes better use of public resources to
reduce crime and promote accountability.

006 - Board of Supervisors - 1st District GENERAL GOVERNMENT SERVICES
■ Reducing Jail Impacts: Directed the Sheriff and CEO to reduce the impacts of the Jail's Intake and Release Center on the
surrounding community. Sheriff established a process for inmates to get connected to reentry services, including trans-
portation, upon release.
■ Civic Center Revitalization: Achieved major milestones in the Civic Center Master Plan with the early, on-budget comple-
tion of the new County Administration South Building and one-stop County Service Center in Santa Ana. Began construc-
tion on the new County Administration North Building.
■ Affordable Healthcare: Hosted a health fair at Mile Square Park with more than 400 doctors, nurses, pharmacists, and
other care providers to deliver 2,500 medical treatments including optical exams, dental care, and other services.
■ Affordable Food: Increased access to low-income seniors for CalFresh food assistance under expanded State guidelines,
signing up hundreds of seniors at events in Santa Ana, Garden Grove, and Westminster. Supported funding to form and
operate Waste Not OC, a non-profit focused on reducing food waste and feeding the needy.
■ Community Food Distributions: Organized 19 Pop-Up Pantries in the First District to address COVID-19 food insecurity,
in collaboration with community leaders, and hosted 6 Meal Delivery Programs, in collaboration with Hand to Hand
Organization, where community volunteered to delivered over 2,500 prepared meals to our seniors and vulnerable fami-
lies.
■ Nutritional Gap Program: Supported the $5 million allocation in CARES Act funding for a Nutrition Gap Program in each
of the five supervisorial districts for seniors and persons with disabilities.
■ Drive-Thru Food Distributions: Partnered with Saddleback Church to host monthly drive-thru food distribution events at
Mile Square Park for residents to access fresh produce and other essential pantry items.
■ Affordable Housing: Partnered with the City of Santa Ana to create 86 affordable and permanent supportive housing units
on two adjacent, vacant parcels in the Crossroads at Washington Project.
■ Affordable Housing: Supported a 65-unit affordable rental housing development, Westminster Crossing Apartments
(Development) in collaboration with City of Westminster, Department of Housing and Urban Development, and the team
at Meta.
■ Sober Living Homes: Supported requirements that unlicensed sober living homes get permits, provide an on-site man-
ager, and operate no less than 650 feet from other similar treatment facilities. These rules will support the success of par-
ticipants and protect the neighborhoods where they operate from over-concentration.
■ Government Accountability: Hired a new director of the Office of Independent of Review and advanced the first two
batches of performance audits after the reorganization of the performance and internal audit functions.
■ Transit Infrastructure: Supported progress on the OC Streetcar Project, which will connect Harbor Boulevard in Garden
Grove to the Santa Ana Metrolink Station, increasing high quality transit connections to Orange County's most popular
bus routes, and delivered a multi-year funding commitment to mitigate construction impacts on Downtown Santa Ana.
■ Regional Mobility: Extended OCTA's successful college bus pass program by making students at Goldenwest College and
Fullerton College eligible for low-to-no-cost bus passes, joining Santa Ana College and Santiago Canyon College.
■ Flood Control Channel Protection: Reinforced fencing at dozens of entry points into flood control channels in Santa Ana,
Garden Grove and Westminster to ensure effective flood management, neighborhood safety, and reduced crime.
■ Flood Protection: Advanced to the Army Corps of Engineers' work plan, which provides Federal funding for the East Gar-
den Grove-Wintersburg flood protection project. This flood control project will eliminate $13 million in annual flood
insurance premiums for our residents, reduce the risk of flooding for over 120,000 residents and prevent the loss of 30,000
structures equaling $4 billion in property loss.
■ Clean Air: Celebrated the launch of 10 new hydrogen buses operating in central Orange County, supported funding for
future battery-electric buses, and approved installing 18 additional electric vehicle charging stations at county facilities.

GENERAL GOVERNMENT SERVICES 006 - Board of Supervisors - 1st District
■ Small Business Grant: Supported the $15 million allocation in CARES Act funding for the District 1 Grant Program for
small businesses, nonprofits, and independent contractors who have been severely affected by the COVID-19 pandemic.
■ Supporting Local Businesses: Proposed and adopted Orange County's Local Small Business Preference policy in partner-
ship with Supervisor Lisa Bartlett, which is giving local small businesses the opportunity to win more County contracts
without increasing cost or reducing competition for County procurements.
■ Language Access Policy: Established the County of Orange's language access policy to ensure that everyone in Orange
County has access to all Board Meeting agendas as well as emergency and public health notices, infographics, and flyers
on all County websites in the top five languages spoken in the county, per the latest census data.
■ Higher Education: Partnered with Santa Ana College to reform the County's University Partnership Program to include
community colleges, in recognition of their important role educating and advancing career prospects for employees.
■ Supporting Mothers: Created and implemented Orange County's first Lactation Accommodation Policy, to support moth-
ers who work in or visit County facilities with dignified, clean, and safe spaces where they can express milk.
■ Parks and Recreation: Continued the development of the Mile Square Park Master Plan to expand public park space and
free recreational opportunities for residents of central Orange County.
■ Community Celebration and Engagement: Hosted community events including the Moon Festival, Christmas Concert and
Tet Festival at Mile Square Park to celebrate the diversity and culture of our County; and hosted over 50 community cof-
fees and other, smaller community events to maximize engagement with the residents of the First District.
■ Expanding Testing Capacity: Co-spearheaded two drive-thru super testing sites - the Anaheim Convention Center and at
the OC Fair Grounds in Costa Mesa - adding a special lane for First Responders and allowing public and private schools to
utilize the sites as part of the school re-opening waiver application.
■ Supporting Vulnerable Communities: Co-spearheaded the Latino Health Equity Initiative alongside Supervisor Doug
Chaffee to ramp up effective measures in communities identified as “hot spots”, the majority of which are Latino commu-
nities disproportionately impacted by COVID-19 based on their jobs, living situations, and underlying health issues.
■ MaskUpOC Contest: Launched the MaskUpOC educational campaign to enlist the public's help to encourage the use of
responsible face-coverings and engage local efforts to reach the most affected communities in the County to provide ade-
quate COVID-19 resources.
Ten Year Staffing Trend: ■ Of the 10 positions budgeted for First District, 1 is occu-
pied by the Supervisor.
12
10 10 10 10 10 10 ■ Two positions were added in FY 2015-16 (1st Quarter
10 Budget Adjustment Report) to each Board Office.
8 8 8 8
8

006 - Board of Supervisors - 1st District GENERAL GOVERNMENT SERVICES
Budget Summary
On November 17, 2015, FY 2015-16 First Quarter Budget Adjustment Report, the Orange County Board of Supervisors adopted
a policy to set Board Office budgets at 90% of Board office staff budgets for peer counties and set position count at the average
position count for peer counties. The policy also approved re-evaluation of peer counties' budgets and position counts to be
performed every three years. FY 2018-19 Adopted Base Budget Net County Cost is calculated to be $1.3 million for each Board
offices, which equals 90% of FY 2017-18 average Board office staff budgets for Santa Clara, San Diego, and San Bernardino
counties. FY 2017-18 average position count for peer counties is 10 positions, FY 2018-19, FY 2019-20 and FY 2020-21 Bud-
gets include no changes to number of positions. FY 2021-22 Recommended Base Budget Net County Cost is calculated to be
$1,562,906 for each Board offices, which equals 90% of FY 2020-21 average Board office staff budgets for Santa Clara, San
Diego, and San Bernardino counties. FY 2020-21 average position count for peer counties is 10 positions, FY 2021-22 Recom-
mended Budget includes no changes to number of positions.

Net County Cost 1,301,856 1,308,283 1,263,671 1,562,906 254,623 19.46
Detailed budget by expense category and by activity is presented for agency: Board of Supervisors - 1st District in the Appendix on page A15

No. Agency Name Board Of Supervisors - 1st District
006 Board of Supervisors - 1st District 1,562,906
Total 1,562,906

GENERAL GOVERNMENT SERVICES 007 - Board of Supervisors - 2nd District
007 - BOARD OF SUPERVISORS - 2ND DISTRICT

007 - Board of Supervisors - 2nd District


The mission of Supervisor Katrina Foley and her office is to Percent of County General Fund: 0.04%
represent, advocate for, and openly communicate with the Total Employees: 10.00
citizens of the 2nd District, which includes Costa Mesa,
Cypress, Huntington Beach, La Palma, Los Alamitos, New- improvement projects and other specialized services, con-
port Beach, Seal Beach, Stanton, a portion of Buena Park, a duct public hearings on matters such as zoning appeals and
portion of Fountain Valley, and the unincorporated area of planning, and make appointments to various local boards
Rossmoor. And, to carry out the legislative and executive and commissions. And most importantly, to ensure that the
functions of the Board of Supervisors as authorized under tax dollars provided by the hard working citizens of the
California Law including the adoption of ordinances, resolu- County of Orange are spent wisely and efficiently as the
tions, and rules. To oversee the activities of county agencies County conducts the core business of public safety, public
and departments, establish policy, determine annual budget health, environmental protection, regional planning, public
allocations, approve contracts for public assistance social services, and transportation.
Strategic Goals:
Michelle Steel (July 2020 - December 2020)
■ Ensure cost effective and efficient delivery of service and remove bureaucratic red tape in each and every department
within the County of Orange.
■ Conduct the business of the County of Orange openly and transparently, including a clean and competitive contract bid-
ding process, and maintain an open door policy.
■ Ensure the County of Orange employs the best and brightest by implementing a sustainable compensation system that is
fair to both employees and taxpayers.
■ Pursue initiatives that will streamline and modernize County operations, provide the highest level of County service at the
lowest cost, and improve the quality of life for 2nd District residents.
Supervisor Katrina Foley (March 2021 - June 2021)
■ Expedite public health and economic recovery by increasing access to the COVID-19 vaccine in the 2nd District through
the implementation of an efficient and equitable vaccine distribution program with a focus on our District's most vulner-
able communities and opened a SuperPod site at the Orange County Fair.
■ Support small businesses and strengthen economic recovery for our local business owners.
■ Increase transparency in the County of Orange and ensure taxpayer dollars are used responsibly.
■ Work towards solutions to end the homelessness crisis, increase housing options, and expand workforce development in
the 2nd District.
■ Promote sustainability, innovation and job growth through the development of a comprehensive Climate Action Plan for
the 2nd District and the County of Orange.

007 - Board of Supervisors - 2nd District GENERAL GOVERNMENT SERVICES

Michelle Steel (July 2020 - December 2020)
■ Continued to lead opposition to new fees and tax increases at the county.
■ Continued to lead the effort at John Wayne Airport to ensure the highest level of customer service, to encourage free com-
petition, and to protect the quality of life of the surrounding community.
■ Served on the Orange County Transportation Authority Board of Directors.
■ Served on the CalOptima Board of Directors.
■ Served on the Orange County Audit Oversight Committee.
■ Worked with Sheriff 's Department to Prevent Hate Crimes Against Minorities and Religious Groups.
■ Led Orange County's Response to the COVID-19 Pandemic as Chairwoman of the Board.
■ Signed Declaration of Emergency in response to COVID-19 on February 26th, 2020.
■ Established the Orange County Business Recovery Adhoc Committee which set forth business guidelines for safe opera-
tions on the reopening of businesses amid the COVID-19 Crisis.
■ Allocated $15 Million of CARES Act funding to cities in the Second District cities to be distributed to small businesses
that have been affected by the economic fallout from the COVID-19 Crisis.
■ Developed Orange County's Integrated Services Strategy for the County's System of Care model.
Supervisor Katrina Foley (March 2021 - June 2021)
■ Onboarded office, constituent services team, public safety and sustainability/transportation advisors.
■ Welcomed/held first Veterans Working Group.
■ Started weekly Friday newsletters (with information on website!)
■ Met and discussed funding with Mayors, City Managers and City Staff of Newport Beach, Huntington Beach, Cypress,
Stanton, Fountain Valley, Seal Beach, Buena Park, Los Alamitos, and more meetings to come.
■ Voted to approve nearly $200 million in funding for vulnerable residents to support healthcare, ending homelessness,
education, mental health, and substance abuse treatments.
● Held our first vaccine clinic on the west side of Costa Mesa with Save Our Youth and Share Our Selves, where we helped
nearly 500 people pre-register for vaccine appointments, and 150+ people get registered in a same-day line.
● Secured vaccine for residents in the 2nd District and scheduled weekly mobile clinics where none existed before.
● Voted to approve funding from the American Rescue Plan to help our communities recover, including $10,000,000 to
help close the nutrition gap exacerbated by the COVID-19 pandemic ($2,000,000 specifically for the 2nd District), and
$5,000,000 for arts related businesses and nonprofits in Orange County ($1,000,000 specifically for the 2nd District).
Began work on the following committees:
Orange County Transportation Authority
First 5 Orange County, Children & Families Commission
Emergency Management Council
Local Agency Formation Commission
Newport Bay Watershed Executive Committee
Orange County Community Corrections Partnership
Orange County Criminal Justice Coordinating Council
Orange County Behavioral Health Advisory Board
South Orange County Watershed Management Area Executive Committee

GENERAL GOVERNMENT SERVICES 007 - Board of Supervisors - 2nd District

Ten Year Staffing Trend: ■ Of the 10 positions budgeted for Second District, 1 is
occupied by the Supervisor.
12
10 10 10 10 10 10 ■ Two positions were added in FY 2015-16 (1st Quarter
10 Budget Adjustment Report) to each Board Office.
8 8
8 7 7
■ One Executive Assistant position was added during FY
6 2014-15 (1st Quarter Budget Adjustment Report) to
4 equalize the number of positions to each District.
2
Budget Summary
Net County Cost 1,224,132 1,308,283 1,186,428 1,562,906 254,623 19.46
Detailed budget by expense category and by activity is presented for agency: Board of Supervisors - 2nd District in the Appendix on page A16

No. Agency Name Board Of Supervisors - 2nd District
007 Board of Supervisors - 2nd District 1,562,906
Total 1,562,906

008 - Board of Supervisors - 3rd District GENERAL GOVERNMENT SERVICES
008 - BOARD OF SUPERVISORS - 3RD DISTRICT

008 - Board of Supervisors - 3rd District


Supervisor Donald P. Wagner is honored to represent nearly Percent of County General Fund: 0.04%
600,000 diverse residents in Orange County's Third District: Total Employees: 10.00
Anaheim Hills, Irvine, Orange, Tustin, North Tustin, Villa
Park, Yorba Linda, and the unincorporated canyons. Don and ensuring all budgets are properly balanced. As a cham-
Wagner upholds a strong commitment to public safety and pion of quality of life in Orange County, he has brought more
to the principles of sound fiscal management: fighting public resources to residents without raising taxes.
against wasteful spending, advocating for limited govern-
ment.
Strategic Goals:
■ Communicate daily with constituents to address District-related issues and, as a community, improve the quality of life in
Orange County.
■ Act as a taxpayer watchdog by voting against unnecessary fee increases on our hardworking residents.
■ Set policy and give direction on County priorities identified in the County's Strategic Plan and in the following areas:
● Fiscal Solvency: Ensure the County of Orange's financial health by continuing to provide structurally balanced budgets
for its operating funds.
● Government Transparency: Work to improve government efficiency and transparency. Expand community outreach,
public information and constituent involvement in county government.
● Infrastructure: Actively seek Capital Improvement opportunities to expand and properly manage the County's infra-
structure including roads, parks and buildings.
● Organizational Structure: Develop and maintain a viable and effective county government organizational structure to
provide county services. Identify cost saving measures and methods to improve government efficiency.
● Public Safety: Protect and enhance public safety by ensuring adequate public safety resources are available for our citi-
zens, families, children, businesses and visitors.

■ Business Support & Recovery: Supervisor Wagner formed a Business Recovery Ad-Hoc Committee with Chairwoman
Michelle Steel, gathering input from several sectors in the Orange County business community. The ad-hoc created safety
guidelines for businesses that were unanimously approved by the Board of Supervisors. Supervisor Wagner allocated $15
million from the CARES Act and $2 million from the General Fund for Third District small business grants; distributed
$430 thousand in grants to skilled nursing facilities within the Third District; provided $500 thousand for the Third Dis-
trict COVID-19 Arts Relief Program; and assisted child care facilities countywide with $10 million for a Child Care Relief
Program providing grants for local childcare businesses and nonprofits. Supervisor Wagner incentivized restaurants to
follow California Department of Public Health's guidance to prevent the spread of COVID-19. Restaurant owners were
able to get a $1 thousand grant per location for taking steps to create a COVID-safe environment for their customers and

GENERAL GOVERNMENT SERVICES 008 - Board of Supervisors - 3rd District
employees. The grant reimbursed restaurants for purchases of PPE including face masks, cleaning products, employee
training and costs for physical distancing of tables and chairs. Supervisor Wagner brought forward with Supervisor
Andrew Do an item to allocate $1 million in CARES Act funds for $1,000 grants to 1,000 restaurants to purchase tents/
canopies, heaters/warmers or lighting when the State banned indoor dining.
■ Eliminating Red Tape: Supervisor Wagner brought forward for the County to waive permits that allowed restaurants in
unincorporated Orange County to operate in their parking lots with property management's permission. Supervisor Wag-
ner also brought forward the Bond Fire Parking Policy and a waiver of site development permit requirements for those
affected by the Bond Fire which allowed for residents whose homes were damaged during that fire to expeditiously rebuild
their homes.
■ OpenCalNow: Supervisor Wagner launched OpenCalNow in September bringing together local leaders to showcase
Orange County as a model for policymaking on reopening to mitigate damage caused by the lockdowns. The State's dam-
aging policies put people out of work and kids out of school, causing our residents to lose their savings, businesses, and
greatly impacted their mental health. In October, Supervisor Wagner held the first press conference with past Olympians
and elected officials to push the State's reopening of youth sports. A couple months later, the Governor reversed course
and began to resume youth competitions due to community pushback. In February, Supervisor Wagner wrote a formal
letter that caught statewide attention for reopening the private events industry in California, which the State left off the
reopening plan completely.
■ Addressing Food Insecurity: Supervisor Wagner distributed $1 million to the Third District cities for a Meal Gap Pro-
gram; allocated $6 million to Second Harvest and OC Food Bank; provided $200 thousand in grants to Third District food
distribution nonprofits; and hosted three Third District Thanksgiving Meal distributions and one Christmas Meal distri-
bution to address food insecurity during this pandemic.
■ Blood Drives: There has been a blood shortage during this pandemic, so Team Wagner partnered with American Red
Cross, community colleges and organizations throughout the district to host multiple blood drives to help meet the need
in our community.
■ Fire Prevention and Response: Prior to the fire season, Supervisor worked as a Transportation Corridor Agency (TCA)
Board Member to reduce the amount of potential wildfire fuel, such as dry vegetation in roadway medians and areas sur-
rounding toll plazas and environmental mitigation. Supervisor Wagner approved a three-year grazing pilot program at
the Live Oak Plaza Conservation Area. During the three-year period, cattle will graze the land for short durations a few
times per year. Cattle reduce dry vegetation, encourage native vegetation growth, and limits chemicals used on the prop-
erty. As an Orange County Fire Authority (OCFA) Board Member, Supervisor Wagner approved the helitanker in Septem-
ber and activated it in October. It helped fight the three fires that occurred in the Third District this fiscal year. The
helitanker can drop 3,000 gallons of water at one time. A regular OCFA helicopter drops roughly 250 gallons at one time.
Supervisor Wagner hosted a virtual Fire Prevention Town Hall at the beginning of October with Supervisor Bartlett,
OCFA, OCSD, and OC Parks. After the Bond Fire, Supervisor Wagner worked diligently to get the necessary materials like
sand bags, debris bins, wheat bales and rebar out to the canyon areas to protect their homes. He hosted multiple virtual
town halls for the canyon community to address the Public Safety Power Shutoffs and cellular service in the canyon com-
munities.
■ Rape Kit Backlog: Supervisor Wagner worked with District Attorney Todd Spitzer to allocate sources of funding to test
Orange County's untested sexual assault kits. As of September, 700 backlogged rape kits have been completed and there
were over 100 hits. Over 2,000 kits were up to 30 years old and the County should be completely caught up within the next
12 months.
■ Mental Health: Supervisor Wagner opened BeWell OC, Orange County's first of three mental health and wellness cam-
puses, in Orange and identified a site in Irvine to hopefully serve as the second campus.
■ Community Events: Supervisor Wagner hosted a drive-in concert for families to enjoy at Irvine Regional Park.

008 - Board of Supervisors - 3rd District GENERAL GOVERNMENT SERVICES

■ Of the 10 positions budgeted for Third District, 1 is
12
■ Two positions were added in FY 2015-16 (1st Quarter
10 10 10 10 10 10 Budget Adjustment Report) to each Board Office.
10
8 7
8 8 8
■ One regular Executive Aid position was added during
FY 2012-13 (2nd Quarter Budget Adjustment Report).
6
Budget Summary

Net County Cost 1,297,067 1,308,283 1,292,093 1,562,906 254,623 19.46
Detailed budget by expense category and by activity is presented for agency: Board of Supervisors - 3rd District in the Appendix on page A17

No. Agency Name Board Of Supervisors - 3rd District
008 Board of Supervisors - 3rd District 1,562,906
Total 1,562,906

GENERAL GOVERNMENT SERVICES 009 - Board of Supervisors - 4th District
009 - BOARD OF SUPERVISORS - 4TH DISTRICT

009 - Board of Supervisors - 4th District


The Fourth Supervisorial District represents the residents of Percent of County General Fund: 0.04%
Brea, Fullerton, La Habra, Placentia, portions of Anaheim Total Employees: 10.00
and Buena Park and several unincorporated areas.
Our mission is to deliver effective and affordable County ser-
vices to the people of the Fourth District and Orange County,
including constituent services.
Strategic Goals:
■ Provide leadership, formulate new ideas, and build consensus on programs and projects benefiting the Fourth District
and all of Orange County.
■ Serve as the personal conduit between Anaheim, Brea, Buena Park, Fullerton, La Habra and Placentia constituents and
Orange County government.
■ Build out Orange County's COVID-19 testing capacity and vaccine operations and ensure equity in the distribution of the
vaccine in the Fourth District.

■ Continue to successfully represent the six cities and over 600,000 constituents district-wide on issues concerning the
Fourth District and the County.
■ Advocated for the successful addition of one position to meet the demand of the Office of Independent Review, to align
with the Orange County CEO Budget recommendation.
■ Filled numerous vacant Fourth District seats on various County of Orange boards, and commissions.
Co-hosted:
■ The 25th Annual Report on the Conditions of Children in Orange County with the Orange County Children's Partnership
at California State University, Fullerton.
■ A webinar on the State of childcare in Orange County with the Orange County First 5 Children and Families Commission.
■ A three-day drive-thru Thanksgiving Turkey Food Distribution with United Across Borders Foundation, providing 1,800
turkeys and thanksgiving fixings to families in need.
■ A Toys and Groceries Distribution during the Christmas season with United Across Borders, providing 1,500 families with
toys and groceries.
■ A drive-thru Grocery Distribution with Saddleback Church at Craig Regional Park.

009 - Board of Supervisors - 4th District GENERAL GOVERNMENT SERVICES
■ A virtual informational meeting on voting in the 2020 General Election with Congressman Gil Cisneros where representa-
tives from the Orange County Registrar of Voters and the Fullerton Collaborative will discuss various issues related to vot-
ing.
■ The Second Annual Grants Workshop with Assemblymember Sharon Quirk-Silva in partnership with California Consult-
ing to help inform local cities, school districts, nonprofits, and others about how to obtain funding through various grant
opportunities.
■ A COVID-19 Community Health Roundtable, with a main focus on the City of Anaheim as the City has a disproportion-
ately high number of positive COVID-19 cases.
Hosted:
■ Several early voting workshops in partnership with the Office of Registrar of Voters.
■ A two-day Nightmare Before Christmas Drive-In Movie Event at Craig Regional Park, passing out Halloween themed
masks and other PPE items to the attendees.
■ The second annual Fourth District Kindness Awards virtually, where residents who live, work, and/or serve in the Fourth
District Cities were recognized for exceptional acts of kindness and/or community service.
Co-authored:
■ The County of Orange COVID-19 Child Care Relief Program, a $5 million grant program supporting families by providing
grants to childcare businesses and nonprofits.
■ The COVID-19 Vaccine Equity Pilot Program, allowing CalOptima and their healthcare providers to vaccinate our most
vulnerable seniors and ensure the equitable vaccine distribution.
■ The Latino Health Equity Initiative to support access to vital COVID-19 testing and vaccine information and resources for
the Latinx community.
■ Created the Fourth District COVID-19 Nutrition Gap Program, an emergency response to the healthcare and economic
crisis created by the coronavirus, through a partnership with Waste Not OC and Meals on Wheels OC to deliver boxed
meals to the doorsteps of elderly, veteran, and disabled citizens in the Fourth District.
Distributed:
■ About $12.5 million dollars in grants funding to small businesses and nonprofits in the cities of Brea, Fullerton, La Habra,
and Placentia and portions of Anaheim and Buena Park through the Fourth District Small Business Grant program.
■ Technology grants used for wifi hotspots and laptops for distance learning across the Fourth District school districts, to
increase students' access to the internet during the pandemic.
■ COVID-19 Boys & Girls Club Relief grants, to support the goals and mission of the Boys & Girls Club during the pandemic.
■ Sponsored two Fur-ever Family virtual events hosted by OC Animal Care, which are aimed at assisting pet lovers in the
community with a pet food giveaway and low-cost adoptions, and provided 200 low-cost adoption vouchers to Orange
County residents.
Partnered:
■ With Orange County Health Care Agency to host a virtual Town Hall to discuss the latest on vaccine updates.
■ With Orange County Health Care Agency, Orange County Fire Authority, and community and school organizations to host
various mobile points-of-distribution (POD)s for Fourth District vulnerable senior populations and hard to reach com-
munities.
■ Supported Be Well OC in establishing the first Be Well campus, in support of a coordinated system of care to solve mental
healthcare challenges, including reducing the mental health stigma, early prevention, and closing the treatment gap.


■ Of the 10 positions budgeted for the Fourth District, 1 is
12
■ Two positions were added in FY 2015-16 (1st Quarter
10 10 10 10 10 10 Budget Adjustment Report) to each Board Office.
10
8
8 8 8 8
■ One regular Staff Aid II position was added during FY
2011-12 (1st Quarter Budget Adjustment Report) to
6
convert to extra help.
4
Budget Summary

(1) (1)
Net County Cost 1,131,230 1,308,283 1,139,902 1,562,906 254,623 19.46
Detailed budget by expense category and by activity is presented for agency: Board of Supervisors - 4th District in the Appendix on page A18

No. Agency Name Board Of Supervisors - 4th District
009 Board of Supervisors - 4th District 1,562,906
Total 1,562,906

010 - BOARD OF SUPERVISORS - 5TH DISTRICT



The County of Orange is a regional service provider and Percent of County General Fund: 0.04%
planning agency representing all residents of Orange County. Total Employees: 10.00
The core businesses of the County are public safety, public
health, environmental protection, regional planning, public matters such as zoning appeals and planning, and makes
assistance social services, and aviation. The Board of Super- appointments to various boards and commissions. The Fifth
visors, as authorized under California law, functions as both Supervisorial District represents the citizens of Aliso Viejo,
a legislative and executive body. In its legislative duties, the Dana Point, a portion of Irvine, Laguna Beach, Laguna Hills,
Board adopts ordinances, resolutions and rules within the Laguna Niguel, Laguna Woods, Lake Forest, Mission Viejo,
limits prescribed by State law. As an executive body, the Rancho Santa Margarita, San Clemente, San Juan Capist-
Board oversees the activities of County agencies and depart- rano, and the unincorporated communities of Coto de Caza,
ments, establishes policy, determines annual budget alloca- Emerald Bay, Ladera Ranch, Las Flores, Rancho Mission
tions, approves contracts for public improvement projects Viejo, Stonecliffe and Wagon Wheel.
and other specialized services, conducts public hearings on
Strategic Goals:
■ To represent the people of the Fifth District by enhancing and protecting the quality of life, promoting economic prosper-
ity and being an effective advocate for Fifth District issues.

■ Represented the interests of more than 600,000 constituents in South Orange County who reside within 11 cities and
unincorporated communities.
■ Served as President of the California State Association of Counties (CSAC) for 2020.
■ Appointed to the National Association of Counties (NACo) Board of Directors as an at-large member.
■ Provided consistent leadership throughout the COVID-19 pandemic:
● As President of CSAC, I worked directly with the Governor's Administration and State agencies to ensure the health and
safety of OC residents during the COVID-19 pandemic
● Supported efforts to establish large scale drive-through COVID-19 testing sites through the use of a public-private part-
nership, which significantly increased access to testing for the community.
● Partnered with Supervisor Wagner to pass the Healthy Communities Resolution, affirming the Board's commitment to
the principles that the County is best served by its ability to respond locally to COVID-19.
● Successfully implemented two Small Business Grant Relief Programs ($14.5 million and $1.9 million respectively) that
provided more than 1,700 economic support grants to small businesses and nonprofits throughout the fabulous Fifth
District.

● Launched the Nutrition Gap Program in collaboration with Ruby's Diner and Second Harvest Food Bank to support
seniors 55 and older experiencing food insecurity as a result of COVID-19.
● Supported OC's SafeDineOC COVID-Safe Restaurant Campaign which incentives restaurants to follow CA Dept of Pub-
lic Health guidance to prevent the spread of COVID-19.
● Lead efforts to stand-up a COVID-19 Vaccination Super POD at Soka University in South Orange County.
● Successfully advocated Federal and State legislators for additional resources relating to hardships of COVID-19 for local
governments, individuals and small businesses.
● Co-Hosted 5 South County Grocery Distribution events with Saddleback Church to provide much needed resources to
those in need.
■ Opened the first Be Well Orange County Regional Mental Health and Wellness Campus, which provides a first of its kind
system of mental health care and support for all OC residents.
■ Established the Office of Suicide Prevention to execute County's mental health initiatives to prevent suicide.
■ Through the Mental Health Ad Hoc Committee, restructured the Behavioral Health Advisory Board to ensure more effi-
cient and beneficial input to Behavioral Health services and needs throughout the County.
■ Supported the funding and opening of the Yale Navigation Center, Orange County's new 425 bed homeless shelter.
■ Secured continued funding from Southern California Edison (SCE) for emergency preparedness and response activities,
equipment, and services related to the decommissioning of the San Onofre Nuclear Generating Station (SONGS) and the
storage, transport, and disposal of spent nuclear fuel through 2049.
■ Dana Point Harbor Revitalization Project: Significant progress has been made including Dana Point Harbor Partner's
(DPHP) Marina Coastal Development Permit receiving unanimous approvals from the California Coastal Commission.
■ Furthered the John Wayne Airport General Aviation Improvement Plan (GAIP) with the selection and execution of leases
for two full service Fixed Based Operators (FBOs) and one limited service FBO.
■ Championed the Los Patroness Parkway Extension, a County non-tolled arterial from Cow Camp to La Pata, by approving
the County General Plan amendment and amendment to the Master list of Arterial Highways.
■ Supported and participated in the South County Multimodal Transportation Study commissioned to identify improve-
ments across all modes of transportation for the benefit of South County.
■ Lead stakeholder discussions that helped facilitate the completion of the Oso Bridge project which significantly improved
public safety and traffic flow.
■ Continue to support the I-5 South County Improvements project which will increase mobility between SR-73 and El Toro
Road.
■ Strongly advocated for, and successfully extended, the College Bus Pass Program to Saddleback College which allows all
Saddleback College students to ride the OCTA bus system for free.
■ Leveraged social media and other communication platforms to enhance community outreach and engagement with
south county constituents and elected officials.
■ Sponsored and participated in the presentation of the 2021 South Orange County Economic Report.
■ Co-Hosted the Virtual 13th annual South County Disaster Preparedness Expo.
■ Co-Hosted the Virtual 2020 OC Fire Safety Town Hall.
■ Co-Hosted the 2021 South Orange County Virtual Job Fair.
■ Co-Hosted the 2021 Virtual South County Senior Summit.

Budget Summary
12 Base Budget:
10 10 10 10 10 10
10
8 8 8 8
8
On November 17, 2015, FY 2015-16 First Quarter Budget
Adjustment Report, the Orange County Board of Supervisors
6
adopted a policy to set Board Office budgets at 90% of Board
4 office staff budgets for peer counties and set position count
2 at the average position count for peer counties. The policy
0
also approved re-evaluation of peer counties' budgets and
position counts to be performed every three years. FY 2018-
19 Adopted Base Budget Net County Cost is calculated to be
$1.3 million for each Board offices, which equals 90% of FY
Ten Year Staffing Trend Highlights: 2017-18 average Board office staff budgets for Santa Clara,
■ Of the 10 positions in Fifth District, 1 is occupied by the San Diego, and San Bernardino counties. FY 2017-18 aver-
Supervisor. age position count for peer counties is 10 positions, FY 2018-
■ Two positions were added in FY 2015-16 (1st Quarter 19, FY 2019-20 and FY 2020-21 Budgets include no changes
Budget Adjustment Report) to each Board Office. to number of positions. FY 2021-22 Recommended Base
Budget Net County Cost is calculated to be $1,562,906 for
each Board offices, which equals 90% of FY 2020-21 average
Board office staff budgets for Santa Clara, San Diego, and
San Bernardino counties. FY 2020-21 average position count
for peer counties is 10 positions, FY 2021-22 Recommended
Budget includes no changes to number of positions.

Net County Cost 1,200,374 1,308,283 1,135,075 1,562,906 254,623 19.46
Detailed budget by expense category and by activity is presented for agency: Board of Supervisors - 5th District in the Appendix on page A19

No. Agency Name Board Of Supervisors - 5th District
010 Board of Supervisors - 5th District 1,562,906
Total 1,562,906

GENERAL GOVERNMENT SERVICES 011 - Clerk of the Board
011 - CLERK OF THE BOARD

http://www.ocgov.com/gov/cob/
011 - Clerk of the Board


The mission of the Clerk of the Board of Supervisors (COB) Percent of County General Fund: 0.13%
is to provide the County and its citizens easy access to infor- Total Employees: 26.00
mation; and guidance to facilitate fair, equitable and open
participation in the decision and policy making of Orange
County government.
Strategic Goals:
■ Facilitate the decision and policy making of Orange County government.
■ Ensure the assessment appeals process is fair, timely and equitable; and promote public understanding of the process.
■ Ensure records are maintained, legislative history of the County is preserved and documents are readily available to our
clients.

PERCENT OF CHANGES/CORRECTIONS TO Over 95% of published 95% of agenda titles COB continues to maintain a high accuracy rate
AGENDA AFTER DISTRIBUTION agenda titles were accurate published with no errors. while utilizing more aggressive tracking and
What: Measurement of COB's accuracy and with no errors (99.6% reporting of errors.
training of COB staff and County agencies. accuracy rate for COB, 91%
Why: Ensures compliance with Brown Act and accuracy rate for County
identifies areas requiring training. Departments).
PERCENT OF ACCURATELY COMPLETED AND 99.8% of 2019 and 99.9% of 90% of 2021 applications Annual filing period extension to Nov. 30th of each
TIMELY FILED ASSESSMENT APPEALS 2020 applications were will be accurately year resulted in decrease of untimely filings.
APPLICATIONS. completed accurately and completed and timely Greater use of e-filing resulted in increase of
What: Indicator of taxpayers' and agents' timely filed. filed. accurate filings. Appeal filings for FY 2021-22 are
understanding of the form, process and use of expected to increase due to economic impacts of
the e-filing program. COVID-19.
Why: Measures success of the COB's training,
outreach efforts and use of online e-file
program.
PERCENT OF ASSESSMENT APPEAL For 2018, 100% of appeals 100% of appeals resolved COB is meeting anticipated goals due to high
APPLICATIONS DECIDED OR WAIVED WITHIN have been resolved or or waivers filed within the priority placed on tracking of database
TWO-YEAR DEADLINE. waived. Although the two- two-year deadline, information and appeals.
What: Indicator of success managing workload year deadline has not yet excluding cases in
to ensure required actions are taken before legal expired for 2019 filings, litigation.
deadline. 99.8% of appeals have been
Why: Assesses whether procedures & staffing resolved or waived. For 2019
results in processing appeals within the it is expected that 100% of
statutory deadline. the appeals will be resolved
or waived within the two-
year deadline.

011 - Clerk of the Board GENERAL GOVERNMENT SERVICES

PERCENT OF ASSESSMENT APPEALS 59% of 2020 filings (still in 75% of hearings COB has been successful in increasing the
HEARINGS HELD OR SCHEDULED WITHIN ONE progress) and 99.8% of scheduled within one number of hearings scheduled within one year.
YEAR OF FILING. 2019 filings were scheduled year, excluding filings with
What: Indicator of efficiency in processing and and/or their initial hearings applicant waivers.
scheduling appeals. were held within one year.
Why: Measures COB's success in meeting its
customer service goal & reducing 2nd year
protective filings.
RESULTS OF CUSTOMER SATISFACTION Due to COVID-19, Clerk of 97% of attendees rating Historically, COB has consistently received overall
SURVEY: 100% FINDING ASSESSMENT the Board did not hold any workshops as overall favorable ratings from its workshop survey
APPEAL WORKSHOPS SATISFACTORY. Assessment Appeals satisfactory or better. respondents. Applicants are better prepared for
What: Indicator of success in meeting clients' Workshops. their first hearing which decreases the number of
needs and providing understanding of appeals overall postponements/reschedules. As soon as
process. COVID-19 restrictions are lifted, COB will resume
Why: Measures success in educating filers on workshops.
how to prepare for their hearing which impacts
COB workload.
RESULTS OF CUSTOMER SATISFACTION 100% rated COB as overall 100% rating COB as COB has consistently received overall favorable
SURVEY: 100% FINDING COB DEPT SERVICES satisfactory or better. overall satisfactory or ratings from its customers.
OVERALL FAVORABLE. better.
What: Indicator of COB's success in meeting our
clients' needs.
Why: Measures COB's success in meeting the
needs of our customers in a professional and
courteous manner.

■ Clerked 31 Board of Supervisors meetings and approximately 38 meetings for 8 other authorities.
■ Processed an estimated 6,500 assessment appeals filings.
■ Processed approximately 1,100 agenda items for the Board of Supervisors meetings including preparation and publica-
tion of approximately 70 public notices.
■ Processed approximately 1,200 money or damage claims, lawsuits & subpoenas and 160 claims for refund of overpayment
of taxes and/or penalties paid.
■ Processed approximately 155 Public Records Act requests and 940 department research requests.
■ Processed approximately 6,500 Conflict of Interest Form 700 filings and processed 50 code amendments.
Clerk of the Board of
Supervisors
Assessment Administration &

Executive Board Services Appeals Files Management

GENERAL GOVERNMENT SERVICES 011 - Clerk of the Board
COB - Executive - Provides leadership and vision, manage- (i.e. payroll, coordinates and facilitates annual training
ment oversight and direction to all Clerk of the Board func- meetings as mandated by the California Revenue and Taxa-
tions; performs administrative functions including Budget tion code, scheduling Board members for hearings, etc.);
preparation and monitoring, human resources, legislative schedules annual publications and notices to the State Board
analysis and proposals, oversees preparation of strategic of Equalization of County filing period according to the Rev-
financial plan and monitors progress in meeting goals and enue and Taxation Code; provides assistance and education
performance indicators. on the assessment appeals process to the general public and
professional groups through workshops, brochures, the
Board Services - Prepares and publishes agendas for Board internet and individual assistance.
of Supervisors and other authorities in accordance with legal
requirements for public meetings; records and publishes Administration & Files Management - Provides files man-
actions taken by the Board and other authorities; maintains agement of all records that the Clerk of the Board is required
official rosters of Boards, Commissions and Committees; to maintain; responds to Public Record Act requests; assists
processes legal publications, postings and notices; receives County staff and the public with research and retrieval of
and administers bid openings for projects; administers information; prepares strategic financial plan and monitors
oaths of office for various elected and appointed officials and progress in meeting goals and performance indicators; bud-
employees; serves as filing officer for Statement of Economic get preparation and monitoring; provides technical knowl-
Interest forms; and receives and processes claims, summons edge and coordination in development and implementation
and complaints against the County. of automation projects; provides end-user system support
services; performs purchasing, petty cash and payroll func-
Assessment Appeals - Receives and processes assessment tions for COB, the Board of Supervisors offices and Office of
appeal applications; schedules hearings in accordance with the Performance Audit Director.
legal requirements; prepares minutes and processes actions
of the Assessment Appeals Boards and Hearing Officers;
provides support services to the Assessment Appeals Boards

Ten Year Staffing Trend: ■ During the FY 2020-21 budget process, 2 vacant posi-
31
30 30 ■ During the FY 2019-20 budget process’s transferred 1
30
29 29 29 29 29 position to Budget Control 037 OCIT Support Services.
29
28
28
■ In FY 2013-14, transferred 1 position to Fund 280 Air-
27
port Operating Fund.
26 26
26
25
24

011 - Clerk of the Board GENERAL GOVERNMENT SERVICES
Budget Summary

Facilitate the decision and policy making of Orange County government.
Ensure the assessment appeals process is fair, timely and equitable; and promote public understanding of the process.
Ensure records are maintained, legislative history of the County is preserved and documents are readily available to our cli-
ents.
FY 2021-22 Budget meets the Net County Cost (NCC) Limit of $5.3 million.

Total Revenues 305,301 295,914 289,000 75,000 (220,914) (74.7)
Net County Cost 4,966,246 5,292,770 5,292,770 5,292,770 0 0.0
Detailed budget by expense category and by activity is presented for agency: Clerk of the Board in the Appendix on page A20

■ Completed the RFP process for new OC Agenda management system and entered contract with vendor. Configuration
currently in progress and on track to go live in 2021.
■ Continued participation in the re-engineering and user acceptance testing of Assessment Appeals Systems: Property Tax
System (PTS) and Assessment Appeals Online Data Entry System (ODESY).
■ Completed website migration to new County website platform.

Administration & Files
No. Agency Name COB - Executive Board Services Assessment Appeals Management Total
011 Clerk of the Board 566,550 2,200,890 1,570,837 1,029,493 5,367,770
Total 566,550 2,200,890 1,570,837 1,029,493 5,367,770

GENERAL GOVERNMENT SERVICES 017 - County Executive Office
017 - COUNTY EXECUTIVE OFFICE

http://www.ocgov.com/gov/ceo/
017 - County Executive Office


The mission of the County Executive Office (CEO) is to sup- Percent of County General Fund: 0.64%
port and implement Board policy and direction through cor- Total Employees: 77.00
porate action and leadership, communication and
coordination of strategic and regional planning, and to
ensure effective service delivery through efficient manage-
ment of the County's workforce and resources, and to iden-
tify and respond to needs in a proactive style focused on
customer service.
Strategic Goals:
■ Facilitate, support and ensure the implementation of decisions by the Board of Supervisors in a proactive style focused on
customer service.
■ Improve County government's effectiveness in addressing community issues and needs.
■ Ensure the financial strength and integrity of the County of Orange.
■ Preserve and advance the regional services and infrastructure that the Orange County community relies upon by working
collaboratively with other levels of government and community based organizations to ensure that regional issues and
needs are addressed.

UPGRADE COUNTY OF ORANGE CREDIT The County received its Maintain/Improve ratings. The three primary credit rating agencies reviewed
RATING. Issuer Default Rating (IDR) the County's credit rating. S&P Global Ratings
What: Ratings by major bond rating company, from Fitch Ratings of AAA. and Moody's Investor Service reaffirmed the
which indicate financial credit worthiness. County's issuer credit rating of AA+/Aa1. Fitch
Why: Credit ratings impact the County's Ratings remained at AAA.
borrowing cost; higher ratings mean lower bond
interest rates.
IMPROVE IT SERVICE DELIVERY - NETWORK & Transformation was Conduct network Transformation of all legacy voice completed and
VOIP TRANSFORMATION. completed at all in-scope equipment-refresh at the focus will shift to refresh of network
What: Countywide Transformation of the County sites. various County facilities equipment as planned.
network and VOIP implementation. based on a strategic plan.
Why: Replaces the County's aging network and
voice infrastructure.

017 - County Executive Office GENERAL GOVERNMENT SERVICES

■ Continued to provide support to COVID-19 response efforts, which included leading and coordinating COVID-19 messag-
ing to constituents, department Public Information Officers and city Public Information Officers across the County in
conjunction with Orange County Sheriff-Coroner Department/Health Care Agency; providing resources for constituents
to better connect with their County departments and the end of COVID-19; and, helping to lead and coordinate Hall of
Administration and County Service Center temporary closure and re-opening efforts related to COVID-19, ensuring
reduced capacity of personnel/public in the buildings/work areas and the implementation of safety measures.
■ The County of Orange, together with our partners at the Orange County Fire Authority, launched 'Operation Indepen-
dence' to help administer COVID-19 vaccinations in the County. In order to coordinate the planning for this massive
undertaking, on December 31, 2020, the County created an Incident Management Team (IMT). The Operation Indepen-
dence IMT has been working 7 days a week to secure locations and stand up large, regional Super Point-of-Dispensing
(POD) sites that can vaccinate thousands of residents each day. In addition to the Super PODs, in March 2021, the County
opened a Mobile Clinic vaccination, which provides vaccination to underserved areas. This program assisted in identify-
ing eligible individuals who may not have access to technology for scheduling vaccination appointments and who may
have limited ability to go to a super POD or other healthcare providers.
■ Effective July 2020, in a model private-public partnership, the County of Orange collaborated with the 360 Clinic, the City
of Anaheim and the City of Costa Mesa to increase COVID-19 testing capacity significantly with the opening of large-scale
drive-through testing at the Anaheim Convention Center and Orange County Fair, as well as the Event Center located in
the County of Orange Building 18.
■ County of Orange expanded At-Home, saliva-based COVID-19 testing to all Orange County residents beginning in
November 2020. Those at-home test kits are available at no cost to all individuals that live in Orange County, regardless of
their legal resident status.
■ In August 2020, the County launched the SafeDineOC COVID-19-Safe Restaurant Campaign to incentivize Orange County
restaurants to follow California Department of Public Health (CDPH) guidance to prevent the spread of COVID-19. The
County provided financial support to those restaurant owners to help cover costs incurred to offer a safe, protected dining
experience to their customers and workers.
■ The second phase of the County's 20-year Civic Center Facilities Master Plan, which includes the new County Administra-
tion North (CAN - Building 14), the sister building to the County of Orange's County Administration South (CAS - Build-
ing 16), is in progress and scheduled to be completed in 2022.
■ Opened a new 425-bed Yale Transitional Center, a larger shelter in Santa Ana to replace its open-air bus terminal shelter in
the city's Civic Center.
■ The 2020 Census project was scheduled to be completed in FY 2019-20; however, due to the COVID-19 pandemic, some of
the initiatives were delayed until the following year, resulting in the completion of the State granted assignment by the
County in early 2020-21.
■ The Finance Division conducted performance audits of the County's Procurement and Risk Management functions.
■ The Legislative Affairs Unit led a coordinated effort with all 34 cities to advocate for direct Federal funding in response to
the COVID-19 pandemic. The County received $650 million from the Coronavirus Relief Fund (CRF) - CARES Act and
$615 million from the American Rescue Plan Act (ARPA).
■ Assisted with the technical effort to get Operation Independence off the ground, which included website support and staff
resources.
■ Worked with County departments on COVID-19 related projects to quickly finalize public-facing technology projects
(e.g., website for the grant program associated with outdoor dining).
■ Conducted the annual Cybersecurity Awareness Training for all County employees and contractors with a completion rate
of over 95% County-wide.

■ Implemented four individual projects to strengthen the cybersecurity posture of the County's technology environment.
■ Migrated a majority of the County's circuits to a different commercial communications carrier in an effort to save signifi-
cant cost.
■ Migrated the enterprise Storage Area Network and backup solution to a new leading technology solution that utilizes an
on-premise/cloud-based storage and archive solution, which will provide greater resiliency.
■ Completed migration of OC Community Resources' and OC Public Works' aging voice systems to the County's enterprise
Voice over Internet Protocol (VoIP) solution.
■ Implemented a single ticketing system for all Shared Services departments.
Government & Community Relations - The Government Information Technology - The Chief Information Officer
& Community Relations Office includes Legislative Affairs, (CIO) oversees an organization that provides innovative,
Communications, Administration and Special Projects, reliable, and secure technology solutions that support
which includes Agenda Review. Priorities in this area are County departments in the delivery of quality public ser-
developing proactive communication strategies and vices. OCIT's services include: Enterprise Cybersecurity, ser-
strengthening the County's legislative presence. vice desk, desktop support, project management and
business analysis, client services, application development
Human Resource Services - The Chief Human Resource and support, network and internet access, voice communi-
Officer (CHRO) oversees County classification and recruit- cations and data center services. Key areas of focus for the
ment, employee benefits, employee and labor relations, Division include the expansion of the Shared Services model
learning and organizational development and Human to create operational and financial efficiencies through col-
Resources operations. The Human Resource Services' office laborative enterprise technology solutions. In addition,
also works with Board of Supervisors to reduce the two larg- OCIT is developing a strategic technology plan to lead the
est cost centers: pensions and medical insurance costs, by County towards innovative solutions to support internal cus-
negotiating changes to collective bargaining agreements. tomers, as well as providing cost effective service delivery to
Recentralization of Human Resources resulted in full com- County constituents.
pliance with State and local HR regulations and coordinated
management of all County Human Resources activities. The Finance - The Chief Financial Officer (CFO) oversees the
mission of the office is to attract, retain, and develop a highly County budget, fiscal services, public finance, procurement
skilled and competent workforce so that County depart- and risk management functions. The CFO's office works to
ments can provide outstanding services to their customers. ensure the financial stability of the County by managing
County revenues and expenditures in a responsive manner.
The office is responsible for creation of the budget, through
the County Budget Office, which also monitors and develops
the County's long-range Strategic Financial Plan, as well as
special projects. The County Procurement Office is respon-

sible for overseeing County contracts and agreements. The nue and cost savings for the County and (2) Real Estate Ser-
Fiscal Services Unit is responsible for developing, managing vices which leads all real estate matters concerning the
and monitoring the County Executive Office's budget and leasing, constructing, operating and maintaining County-
processing all financial transactions for the Department in owned/occupied facilities and assets. Real Estate Services
an accurate and timely manner. The Public Finance Unit is provides support to County departments (clients) that
primarily responsible for managing programs designed to include analysis and recommendations to assist with their
access funds for the construction and acquisition of public real estate decision making.
facilities, and for the implementation of programs targeted
to enhance the well-being of the community. Finally, the Operations - The Deputy County Executive Officer (DCEO)
Risk Management Office preserves and protects the human provides supervision over all appointed department heads,
and capital assets of the County departments allowing them as well as administrative review over all other County
to meet their missions without unnecessary cost. departments. Important goals of this structure include
allowing the County Executive Officer increased time to pro-
Real Estate - The Chief Real Estate Officer (CREO) oversees vide more direct service to the Board of Supervisors and
the County's real estate function by providing real estate focus on policy making, allowing consistency in direction to
counsel, land development services and renewable energy all departments, developing coordinated strategies to imple-
initiatives and leasing representation. The CEO Real Estate ment County goals and helping to ensure compliance with
team currently is comprised of two teams: (1) Land Develop- all local, State and Federal regulations. The DCEO is respon-
ment Team which leads the entitlements and development sible for helping implement the Board's objectives and guid-
process for the County's land assets in order to provide reve- ing County departments in achieving efficiency and savings.
In FY 2019-20, 4 positions were transferred out to

Health Care Agency for Care Coordination, 2 positions
Ten Year Staffing Trend: were deleted in accordance with the County's Vacant
Position Policy.
140
121 119 119
118 During the FY 2019-20 budget process, 32 positions
120 106
91
were transferred out to the newly established Budget
100 87
81 80 77 Control 035 - CEO Real Estate and 1 position was trans-
80
ferred out to Human Resource Services in support of the
60
HRS reception desk.
40
20
In FY 2018-19, 5 positions were added in support of the
0
County Administration South Customer Service Center,
1 position was added in support of the Computerized
Maintenance Management System (CMMS) and 1 posi-
tion was added in support of Care Coordination.
■ In FY 2020-21, to reduce the budget shortfall due to the ■ In FY 2016-17, 1 position was added in support of the
pandemic-related revenue losses, 3 positions associated Community Corrections Partnership (CCP) Committee.
with the Voluntary Incentive Program (VIP) were ■ In FY 2015-16, 6 positions were transferred out to OCIT,
deleted. 1 position was added for economic analysis and 2 posi-
■ During the FY 2020-21 budget process, 6 vacant positions were added for Coordination of Homeless Ser-
tions were deleted per CEO recommendation and 1 vices.
position was transferred to the Assessor in support of ■ During the FY 2015-16 budget process, 2 positions were
procurement functions. added for procurement support for Real Estate and
Human Resources.

In FY 2014-15, 1 position was added for coordination ■ In FY 2013-14, 1 position was transferred to OCPW/
with the Local Government Sustainable Energy Coali- Utilities, 1 position was transferred to County Counsel,
tion (LGSEC) and OCPW in the development of a sus- 1 position was transferred to Airport Operations, 2
tainability plan related to energy efficient projects, 1 positions were added for CEO Real Estate and 1 position
position was added for acquisition, leasing and man- was added for administrative services support.
agement of County real estate assets, 1 position was
■ In FY 2012-13, 12 positions were transferred in from OC
added for front office support to the Board of Supervi-
Public Works to implement the reassignment of the
sors, 2 positions were added for administrative support
County Corporate Real Estate unit in accordance with
and 8 positions were added to centralize real estate
the Board of Supervisor's recommendation approved on
functions.
October 23, 2012 and 2 positions were transferred to
■ During the FY 2014-15 budget process 2 positions were Human Resources Services (HRS) as part of the HRS
added for CEO/Human Resources reorganization and 13 Recentralization.
positions were transferred in from OCPW to centralize
Real Estate functions under CEO Real Estate.
transferred out to CAPS+ Operations to support the
CAPS+ Financial System and 1 position was transferred
out to OCIT to align the position with work assign-
ments.

Budget Summary
Base Budget:
Plan for Support of the County's The FY 2021-22 Budget meets the Net County Cost (NCC)
Strategic Priorities: Limit of $15.6 million, which includes the transfer of the
Office of Performance Audit Director Department under the
The County Executive Office continues to lead the Board's County Executive Office. The increase in budget over the
strategic planning process, update the Strategic Financial previous year is due to an additional $2 million to establish
Plan and continue development and implementation of the an Adult Reentry Center funded by State Realignment reve-
County's financial systems, integrate and coordinate nue; $100 thousand for the San Onofre project; and, $803
regional planning efforts, provide leadership in the develop- thousand for Office of Performance Audit funded by NCC,
ment of the County's financial technology and administra- partially offset by removal of one-time COVID-19 expendi-
tive functions and support the Board in developing and tures funded by CARES Act.
pursuing the Orange County Legislative Platform.
FY 2019-2020(1) Budget Projected(1) FY 2021-2022(1) Budget
Total Revenues 5,932,570 11,103,555 12,411,623 10,745,846 (357,709) (3.2)
Net County Cost 14,436,013 14,689,637 14,689,637 15,592,402 902,765 6.2
Detailed budget by expense category and by activity is presented for agency: County Executive Office in the Appendix on page A27


■ Once implemented, the Computerized Maintenance Management System (CMMS) and Visual Lease will provide current
and comprehensive data to support strategic planning for County real estate assets.
■ The construction of the County Administration North (CAN) Building 14 is currently in progress and scheduled to be
completed in 2022 for housing County departments of the Civic Center.
■ The Finance Division will complete the update to the Contract Policy Manual.
■ OCIT will continue to support the County-wide master facility move plans, as it relates to establishment of information
technology infrastructure at new facilities and locations.
■ OCIT will continue to implement Office 365 to customer agencies within the County and a 24/7 Security Operations Cen-
ter to ensure County data and information technology assets are safe.
■ Continue to ensure safety protective measures are in place and County/State guidelines are adhered to for COVID-19 com-
pliancy.
■ The County is continuing its outreach efforts to provide COVID-19 information and resources in multiple languages about
the outbreak of this respiratory disease, preventative action, contact tracing/testing and vaccine availability, along with
the safety and effectiveness of the immunity offered.
■ The County and its partners are continuing to make progress in creating options for people to get off the streets, rebuild
their lives and move into housing.
■ The Legislative Affairs Unit will lead an integrated advocacy strategy to apply for State and Federal funding to support
programs identified in the Strategic Financial Plan, including Be Well OC, Coordinated Reentry Center and the Orange
County Intelligence Assessment Center (OCIAC).

Government & Human Resource Information
No. Agency Name Community Relations Services Technology Finance Real Estate Operations Total
004 Miscellaneous 0 0 0 305,577,704 0 0 305,577,704
017 County Executive 5,845,022 152,351 453,408 19,107,872 58 779,537 26,338,248
Office
019 Capital Acquisition 0 0 0 1,664,900 0 0 1,664,900
Financing
022 Prepaid Pension 0 0 0 9,500 0 0 9,500
Obligation
035 CEO Real Estate 0 0 0 0 8,843,519 0 8,843,519
037 OCIT Shared Services 0 0 3,771,603 0 0 0 3,771,603
038 Data Systems 0 0 4,000,000 0 0 0 4,000,000
Development Projects
039 IBM Mainframe 0 0 2,395,550 0 0 0 2,395,550
041 Grand Jury 0 0 0 585,885 0 0 585,885
045 Juvenile Justice 0 0 0 180,151 0 0 180,151
Commission
048 Detention Release 0 0 0 1,698,715 0 0 1,698,715
054 Human Resource 0 6,719,702 0 0 0 0 6,719,702
Services
056 Employee Benefits 0 2,287,575 0 0 0 0 2,287,575
073 Alternate Defense 0 0 0 5,726,891 0 0 5,726,891
081 Trial Courts 0 0 0 67,375,615 0 0 67,375,615
104 Criminal Justice 0 0 0 18,880,975 0 0 18,880,975
Facilities -
Accumulative Capital
Outlay


Government & Human Resource Information
No. Agency Name Community Relations Services Technology Finance Real Estate Operations Total
12J Proposition 69 - DNA 0 0 0 1,071,642 0 0 1,071,642
Identification Fund
135 Real Estate 0 0 0 0 2,247,902 0 2,247,902
Development
Program
13N OC Tobacco 0 0 0 45,154,803 0 0 45,154,803
Settlement Fund
13Y Mental Health 0 0 0 244,484,349 0 0 244,484,349
Services Act
14J Excess Public Safety 0 0 0 4,362,180 0 0 4,362,180
Sales Tax
15I Countywide IT 0 0 9,764,424 0 0 0 9,764,424
Projects Non-General
Fund
15J Pension Obligation 0 0 0 3,546,010 0 0 3,546,010
Bonds Debt Service
15T El Toro Improvement 0 0 0 4,921,050 0 0 4,921,050
Fund
15Y Teeter Series A Debt 0 0 0 122,507,000 0 0 122,507,000
Service Fund
289 OCIT Countywide 0 0 112,783,527 0 0 0 112,783,527
Services
290 Insured Health Plans 0 196,187,351 0 0 0 0 196,187,351
ISF
291 Unemployment ISF 0 4,076,361 0 0 0 0 4,076,361
292 Self-Insured PPO 0 85,236,439 0 0 0 0 85,236,439
Health Plans ISF
293 Workers' 0 0 0 64,587,970 0 0 64,587,970
Compensation ISF
294 Property & Casualty 0 0 0 33,981,378 0 0 33,981,378
Risk ISF
298 Self-Insured Benefits 0 7,692,431 0 0 0 0 7,692,431
Internal Service Fund
29W Wellness Program 0 4,314,549 0 0 0 0 4,314,549
Internal Service Fund
29Z Life Insurance ISF 0 942,007 0 0 0 0 942,007
Total 5,845,022 307,608,766 133,168,512 945,424,590 11,091,479 779,537 1,403,917,906

035 - CEO Real Estate GENERAL GOVERNMENT SERVICES
035 - CEO REAL ESTATE
035 - CEO Real Estate


To ensure the County has appropriate facilities to meet Percent of County General Fund: 0.22%
changing demands and County real estate assets are being Total Employees: 30.00
utilized to their full potential.
Strategic Goals:
■ Partner with County agencies and departments to provide appropriate facilities to meet changing demands and ensure
County real estate assets are being utilized to their full potential.

■ Acquired numerous property rights to support COVID-19 testing and Incident Management Team (IMT) Super Point-of-
Dispensing (POD) Vaccination sites.
■ Completed construction of Be Well OC Campus in Orange located near Mind OC.
■ Housed over 500 Project Roomkey clients to reduce spread of COVID-19.
■ Completed construction and opening of Yale Transitional Center.
■ Held Grand Opening of the Placentia Veteran's Village, an affordable housing development by Mercy Housing located on
Flood Control property.
Ten Year Staffing Trend: ■ FY 2021-22 level of staffing remains constant, as prior
fiscal year.
35 32
30 30 ■ During the FY 2020-21 budget process, 2 vacant posi-
30
25
20
15
were transferred in from Budget Control 017-County
Executive Office (CEO) to the newly established Budget
10
Control 035-CEO Real Estate.
5
0 0 0 0 0 0 0
0

GENERAL GOVERNMENT SERVICES 035 - CEO Real Estate
Budget Summary
Continue to generate revenue for the General Fund through sound management of available real estate assets.
FY 2021-22 Budget meets the Net County Cost (NCC) Limit of $3.9 million.

Total Revenues 5,221,668 4,683,105 5,815,860 4,899,321 216,216 4.6
Net County Cost 3,193,438 3,944,198 3,944,198 3,944,198 0 0.0
Detailed budget by expense category and by activity is presented for agency: CEO Real Estate in the Appendix on page A49

■ Continue redevelopment of County Civic Center pursuant to Civic Center Facility Strategic Plan, including completion of
the County Administration North (CAN) building.
■ Continue Real Estate support of Operation Independence and COVID-19 Vaccination efforts.
■ Continue planning and development of Be Well South Campus in Irvine located on County property at former Marine
Corps Air Station (MCAS) El Toro.

054 - Human Resource Services GENERAL GOVERNMENT SERVICES
054 - HUMAN RESOURCE SERVICES
054 - Human Resource Services


To attract, retain, and develop a highly skilled and compe- Percent of County General Fund: 0.16%
tent workforce so that County departments can provide out- Total Employees: 152.00
standing services to their customers.
Strategic Goals:
■ Ensure compliance with Federal, State, and local human resources and employee benefits regulations and policies.
■ Attract, retain, and develop a highly skilled and competent workforce.
■ Develop and maintain an ethical organizational culture that serves as the platform for employee engagement, innovation,
and productivity.
■ Administer a fair and balanced employee discipline/appeals process.
■ Administer an effective labor negotiations program that provides an adequate and sustainable total compensation pack-
age for our employees.
■ Administer an effective and efficient benefits program that educates and empowers employees/retirees in selecting their
benefit choices.
■ Develop and maintain human resource systems that provide for the efficient and effective accomplishment of County-
wide and Department business goals.

ENSURE COMPLIANCE/STANDARDIZATION/ The Classification/ Continue to finalize a The County has continued to increase consistency
UNIFORM APPLICATION OF FEDERAL/STATE/ Compensation, Recruitment, review of Human and maintain compliance with Federal, State and
LOCAL EMPLOYMENT REGULATIONS Learning & Organizational Resource Services (HRS) local laws across departments under the
What: Laws and regulations require County Development, and Employee functions to ensure guidance of HRS.
compliance. Non-compliance can result in the & Labor Relations Units have appropriate
County incurring liability. continued to increase standardization with
Why: Ensuring compliance with regulations compliancy with Federal, appropriate departmental
increases efficiencies and reduces the County's State, and local employment flexibility. Continue to
risk exposure. laws and regulations. streamline HRS functions
and plan/implement
County-wide employee
development
opportunities in a
standardized manner.

GENERAL GOVERNMENT SERVICES 054 - Human Resource Services

ACHIEVE EFFICIENT AND EFFECTIVE Continued to develop Continue to standardize HRS Units are continually conducting process
DELIVERY OF COUNTY-WIDE HR SERVICES. effective IT capabilities in HRS practices and plan/ improvements leading to the realization of greater
What: Affords consistency, supports increased HRS. In addition, identified implement County-wide efficiencies.
performance, and enables best practices for and addressed transaction employee development
entire County. processing inconsistencies/ opportunities in a
Why: HRS is an essential part of the County's errors. standardized manner.
infrastructure, supporting every aspect of its
operation.

■ Collaborated with OCIT to complete the transition from the Personnel Data Warehouse to HRS Data Portal.
■ Board of Supervisors adopted the Veterans' Employment Preference Policy, allowing successful implementation of the
guideline.
■ Board of Supervisors adopted the revised Standards for utilization of Volunteers and Interns.
■ Provided assistance in the creation and implementation of the Voluntary Incentive Program (VIP) by coordinating the
enrollment of 458 VIP participants into Health Reimbursement Accounts (HRA) with the County contracted vendor
ICMA.
■ Launched the final phase of Eureka one year ahead of schedule to include the remaining 6 departments, resulting in all
County employees now having access to this system. Since initial launch 18 months ago, County employees have already
accessed over half of the total number of trainings that were accessed in over 16 years of utilizing Training Partner.
■ Expanded the University Partnership Program (UPP) through Board of Supervisors approval to include Community Col-
leges, added 3 new partnerships for current total of 18, as well as held Summer series information sessions with 13 part-
ners and over 150 employees.
In FY 2019-20 added 15 positions (1 from Auditor-Con-

troller, 4 from OC Community Resources, 4 from Health
Ten Year Staffing Trend: Care Agency, 4 from Social Services Agency, 1 from OC
Public Works and 1 from OC Waste and Recycling) to
180 support HRS Satellite Units.
154 152 152
160 143 147
140
140 124 125
136 ■ During the FY 2019-20 budget process, 1 position was
120 transferred from Budget Control 017-CEO to support
100 the HRS reception desk.
80
60
In FY 2018-19, added 7 positions from OC Public Works
40 24 (OCPW) and Probation in support of HR services and
20 transferred 1 position to Fund 293 - Workers' Compen-
0 sation ISF.
■ In FY 2017-18, added 4 positions from OC Community
Resources (OCCR) in support of recruiting services.
Ten Year Staffing Trend Highlights: ■ In FY 2016-17, added 2 positions to address increasing
■ FY 2021-22 level of staffing remains constant, as prior and ongoing demands of Employee Leave & Return-to-
fiscal year. Work/Classification-Compensation and added 5 posi-
■ During the FY 2020-21 budget process, 17 vacant positions from Child Support Services (CSS) and Assessor
tions were deleted per CEO recommendation. in support of HRS consolidation.

054 - Human Resource Services GENERAL GOVERNMENT SERVICES
■ In FY 2015-16, transferred 4 positions to Budget Con- ■ During the FY 2014-15 budget process, 2 positions were
trol 037 - IT Support Services and Budget Control 289 - deleted and transferred to Employee Benefits to accom-
Information & Technology ISF, due to integration of modate benefits workload demands.
CEO Information Technology. In FY 2013-14, added 6 positions to support staff work-
■ In FY 2014-15, transferred 2 positions to the County loads related to the implementation of the Affordable
Executive Office in support of Administrative Services Care Act and transferred 3 positions to the County Exec-
functions associated with the County Executive Office utive Office related to the HRS/CEO reorganization.
and Human Resource Services reorganization, added 11 ■ In FY 2012-13, added 100 positions from agencies/
positions in support of the Learning & Organizational departments transferred to the Human Resource Ser-
Development Program and added 6 positions in sup- vices (HRS) Department to implement the re-central-
port of Human Resource services for recruitment and ization of HR functions into the HRS Department.
employment records/transaction processing.
Budget Summary
Strategic Planning, Workforce Planning and Succession Planning have been identified as Strategic Priorities by the Board of
Supervisors and Department Heads. With actual and impending retirements, the County needs to assure that a highly skilled
workforce is prepared for future opportunities and responsibilities as openings arise. County Executive Office - Human
Resource Services (HRS) has been identified as the lead department in addressing this important issue. HRS is continuing to
consolidate all County-wide efforts and organize an efficient method of delivery of HR services in this area.
The FY 2021-22 Budget meets the Net County Cost (NCC) Limit of $4.5 million.

(1) (1)
Total Positions 152 152 152 152 0 0.0
Total Revenues 2,763,684 3,567,162 8,273,392 2,269,054 (1,298,108) (36.4)
Net County Cost 3,912,900 4,386,523 4,386,523 4,450,648 64,125 1.5
Detailed budget by expense category and by activity is presented for agency: Human Resource Services in the Appendix on page A67

■ Continue to collect appropriate data and develop reports that provide HRS and Department leadership with important HR
metrics and analyses to guide decision making.
■ Continue to highlight the County, as an employer of choice in the region through marketing and branding campaigns on
social media platforms, while striving to increase communication and recruitment in all communities.
■ Hire and develop the most qualified candidates to provide services to the citizens of Orange County.
■ Provide quality organizational development services and support to County departments.
■ Continue to assess feasibility of a new recruitment process model to reduce the time needed to fill vacant positions.
■ Be a leader in implementing the County's mission statement.

GENERAL GOVERNMENT SERVICES 135 - Real Estate Development Program
135 - REAL ESTATE DEVELOPMENT PROGRAM
135 - Real Estate Development Program


This Fund receives note payments, rents from cafeterias, Percent of County General Fund: N/A
automated teller machines and vendor carts, as well as lease Total Employees: 0.00
revenue from County properties. In order to establish new
revenue streams and preserve existing ones, investments Revenue from these projects is transferred to the General
necessary to lease or develop County real estate are made Fund annually or carried over in the Fund for future Corpo-
such as planning, appraisal, advertising, property mainte- rate Real Estate needs.
nance and improvement.
Strategic Goals:
■ Maximize income and services provided by cafeterias, automatic teller machines, vendor carts and other real estate
leases, licenses, permits and notes.
Budget Summary
Continue to generate revenue for the General Fund through sound management of available real estate assets.
FY 2021-22 Budget is higher than the FY 2020-21 Budget, primarily due to increase in Real Estate Legal services in Budget
Control 035 - CEO Real Estate, requiring additional funding from the Real Estate Development Program.

Total Revenues 1,738,060 960,000 1,319,457 960,000 0 0.0
Inc/(Dec) to Obligated Fund Balances 973,306 (805,290) (533,515) (1,287,902) (482,612) 59.9
Detailed budget by expense category and by activity is presented for agency: Real Estate Development Program in the Appendix on page A130

025 - County Counsel GENERAL GOVERNMENT SERVICES
025 - COUNTY COUNSEL

http://www.ocgov.com/gov/coco
025 - County Counsel


To provide the highest quality legal advice and representa- Percent of County General Fund: 0.26%
tion to the Board of Supervisors, elected and appointed Total Employees: 98.00
department heads, County agencies/departments and staff,
and Board-governed special districts.
Strategic Goals:
■ Provide highly competent legal advice to clients on matters related to their public duties and responsibilities, in accor-
dance with high ethical and professional standards.
■ Support elected officials to succeed in their missions on behalf of the people they represent and we all serve.
■ Deliver all legal services to clients as efficiently and economically as possible.

PERCENTAGE OF OFFICE OPINIONS THAT ARE No Office Opinions were Maintain 90% or better County Counsel is producing sound, well-
UPHELD. upheld by a regulatory body. rate of success. analyzed and accurate legal opinions that
What: Measurement of the quality of legal withstand (and do not provoke) challenges in
advice. court.
Why: Provides measure of quality of services
provided.
PERCENTAGE DEPENDENCY CASES UPHELD Approximately 91% of all The office's goal is to County Counsel's positive outcome rate positively
ON APPEAL. appeals were won. continue to maintain its reflects the partnership between Social Service
What: Measurement of the quality of services record of success and Agency and County Counsel.
provided by County Counsel. attain a 90 percent or
Why: Provides measure of quality and better rate of success.
effectiveness of services provided.
PERCENTAGE OF MENTAL HEALTH CASES Over 95% of cases were won Maintain 90% or better In this area, the County Counsel's office is
WON OR RESOLVED WITH APPROVAL OF or resolved to the client's rate of success. exceeding its own ambitious goal by 5%. A 95%
CLIENT. satisfaction. rate of favorable results is very impressive.
What: Measurement of the quality of services
provided by County Counsel.
Why: Provides measure of quality of services
provided.
PERCENTAGE OF GENERAL LITIGATION CASES Over 90% of all cases Maintain 90% or better The General Litigation Division continues its
WON OR RESOLVED WITH APPROVAL OF handled were won or rate of success. excellent performance, as shown by a success
CLIENT. resolved to the client's rate of successful outcomes and/or satisfactory
What: Measurement of the quality of services satisfaction. settlements that exceed 90%, above the office's
provided by County Counsel. goal.
Why: Provides measure of quality and
effectiveness of services provided.

GENERAL GOVERNMENT SERVICES 025 - County Counsel

■ COVID-19 Jail Litigation - When inmates and nonprofit organizations pursuing an anti-incarceration agenda sued the
Sheriff and sought a court order requiring the mass release of jail inmates, County Counsel defended public safety. When
a Federal district court judge issued a sweeping injunction that exceeded Center for Disease Control COVID-19 guidelines,
County Counsel attorneys obtained a stay of that injunction from the United States Supreme Court. When a Superior
Court judge ordered the Sheriff to develop a plan to reduce the inmate population in the jail by 50 percent, County Counsel
deputies pushed back and persuaded the judge to not order the Sheriff to release dangerous felons into the community.
■ COVID-19 Relief and Response - County Counsel supported the Board of Supervisors in the County's response to the
COVID-19 pandemic, including implementation of the Coronavirus Aid, Relief, and Economic Security (CARES) Act and
the use of Federal relief funds to fund County healthcare initiatives, provide economic support to small businesses, and
fund subrecipient grants to support city and school pandemic response efforts. County Counsel attorneys also supported
the Treasurer-Tax Collector in facilitating relief for taxpayers who were unable to pay their property taxes, and advised
County departments on compliance with State health directives and the safe reopening of County building, parks, and
facilities.
■ Child Protection - County Counsel continued to represent the Social Services Agency in cases of child abuse and neglect,
managing a caseload of 3,491 children and young adults. In 2020, County Counsel attorneys conducted almost 2,800 child
protection hearings remotely. In addition, County Counsel deputies obtained a positive outcome in almost 90 percent of
the juvenile dependency cases appealed to the 4th District Court of Appeal.
■ Public Health and Safety - Supported the Board, County Executive Office (CEO), and multiple County agencies in their
efforts to address the coronavirus challenge. Served as part of the County team at the Emergency Operations Center on
day-to-day emergency management of the County's efforts to support the community, developed policies with Human
Resource Services to address novel employment questions presented by the pandemic, worked with the Clerk of the Board
to implement tele-meeting procedures consistent with the Brown Act and the Governor's executive orders, and worked
with agencies such as Social Services Agency, Sheriff, Health Care Agency, and OC Community Resources to ensure conti-
nuity of critical community services.
■ Human Resources - County Counsel partnered with CEO-Human Resource Services in addressing challenges for County
staff in maintaining delivery of services for County residences while ensuring compliance with health directives in the
workplace during the COVID-19 emergency. Office attorneys successfully represented the County in numerous employee
discipline proceedings.
■ Elections - Assisted the Registrar of Voters with respect to the implementation of the Voter's Choice Act and a new voting
system. Provided legal guidance to the Registrar with respect to the novel issues regarding compliance with voter access
requirements while implementing safety measures for elections that took place during a pandemic, including the highly
consequential 2020 Presidential Election where Orange County experienced 87 percent voter turnout.
■ Mental Health - County Counsel filed hundreds of petitions for the appointment or reappointment of a conservator.
Worked with the Sheriff and Health Care Agency to improve and expand mental health services for jail inmates.
■ Housing - Successfully negotiated long-term affordability covenants on over $21.5 million of affordable housing units.
This included purchasing a former motel to provide short term interim housing and, in the long term, convert it into per-
manent supportive housing in Orange County supplying homeless individuals, including veterans and seniors, with both
housing and supportive services.

County Counsel
Child Protection Finance /

DA-PA/Probate,
Executive Trials, Child Administration & Administration, Fraud Hotline
Litigation & PG /
Management Protection AAIT & Support Services Government Services
Mental Health
Development & Human Resources
Executive Management - The Executive Management team Administration and Support Services - The Administra-
provides oversight for the department. The County Counsel tion and Support Services team provides administrative and
attends Board of Supervisors' meetings and provides legal legal support for County Counsel Attorneys. Responsibilities
services to the Board of Supervisors and department heads. include: budget, accounting, human resources, purchasing,
Three Attorney Executive Managers perform the most com- database and network administration, facilities, safety,
plex legal tasks, provide legal advice to members of the records management, law library administration, and para-
Board of Supervisors and their staff and department heads, legal and legal secretarial support.
and supervise attorney teams.
Finance/Administration, Government Services &
DA-PA/Probate, Litigation & PG/Mental Health - The DA- Human Resources - The Finance/Administration team pro-
PA/Probate and HCA-PG/Mental Health teams provide liti- vides legal advice to the Board of Supervisors, elected offi-
gation and all advisory services to the DA/Public Adminis- cials and County departments and agencies on public
trator and the HCA/Public Guardian. The General Litigation finance matters and tax collection issues, and contract
team represents the County in litigation and supervises liti- related services and advice, conflict of interest issues, and
gation that is assigned to outside counsel. The team pro- elections. The Government Services team provides legal
vides centralized oversight for civil litigation activities of the advice to the Board of Supervisors, elected officials and
County as mandated by Government Code sections 26521 County departments and agencies on law enforcement
and 27642. issues, as well as general purchasing and contract related
services and advice. The Human Resources team provides
Child Protection Trials, Child Protection AAIT & Devel- advice, counsel and representation to central Human
opment - The Child Protection Trial team and the Child Pro- Resource Services (HRS) as well as individual department
tection Appeals, Advisory, Intake and Training team clients on issues related to the myriad of labor and employ-
represents the Social Services Agency in Juvenile Court cases ment laws that affect the entire legal relationship between
concerning abused, abandoned, molested or neglected chil- the County as a public employer, its employees, and the
dren in both the trial court and on appeal, and provide employees' exclusive representatives. The practice area
court-related advisory services, policy and procedure draft- impacts critical aspects of daily County operations including
ing, intake petition drafting, and intensive training. The recruitment, hiring, payment of wages and benefits, pension
Development and Facilities team provides legal advice to OC and retirement, health and benefit plans, promotions, per-
Public Works, OC Community Resources, and OC Waste and formance reviews, discipline and discharge, leave laws, pol-
Recycling. The attorneys draft and review CEQA, public icy development, labor practices, collective bargaining
works, land use, flood, and roads contracts, leases, licenses, obligations, and equal employment opportunity and anti-
permits, deeds and conveyances, and franchises. Similar discrimination laws. Members of the team provide related
services are provided for Harbors, Beaches and Parks, Hous- consultation, draft advisory opinions, draft and review poli-
ing and Community Development, OC Public Libraries, and cies and procedures, draft and review related ordinances and
related County entities within OC Community Resources.

GENERAL GOVERNMENT SERVICES 025 - County Counsel
contracts, and represent various agencies before administra- Fraud Hotline - The Orange County Fraud Hotline is
tive bodies, regulatory agencies, the courts, and neutral intended for the use by County employees, the general pub-
third-party arbitrators in grievances. They also provide lic, and vendors who wish to report suspected waste, fraud,
training to County agencies on topics related to human violations of County policy or misuse of County resources by
resources. County vendors and contractors or County employees.

with the Voluntary Incentive Program (VIP) were
106 105
deleted.
104 103
102 102 ■ During the FY 2020-21 budget process, 6 vacant posi-
102 tions were deleted per CEO recommendation and 1
100
100 99 99 position was added from Auditor-Controller.
98 98 98
98 ■ During the FY 2019-20 budget process, 1 position was
96 added for the Child Protection Trial team and 1 position
94
was added to assist with Public Record Act requests.
■ During the FY 2018-19 budget process added 1 position
to support the Public Administrator and Public Guard-
ian teams.
■ In FY 2015-16, 3 positions were added to support the
County's Fraud Hotline.
■ During the FY 2014-15 budget process added 1 position
to support Laura's law.
■ In FY 2013-14, deleted 1 long term vacant position and
added 1 position for law office IT applications support.
Budget Summary
The Office of County Counsel is dedicated to the principle that thoughtful, credible and ethical legal services support the
County's strategic initiatives and lead to fewer lawsuits, lower liability costs, better services and better County government.
County Counsel will continue to improve efficiencies, effectiveness, and economies within the department through the use of
technology for communications, document review and production of legal research. The Office continues to identify cost sav-
ing and additional revenue opportunities. We will continue to re-purpose our resources to where the demand for legal services
is greatest.
FY 2021-22 Budget meets the Net County Cost (NCC) Limit of $7 million.


(1) (1)
Total Revenues 3,555,266 4,333,755 3,793,260 3,428,103 (905,652) (20.9)
Net County Cost 7,208,028 7,025,219 6,622,210 7,025,219 0 0.0
Detailed budget by expense category and by activity is presented for agency: County Counsel in the Appendix on page A33

■ There is continued high demand for legal services in the areas of mental health, public health (especially relating to the
COVID-19 pandemic), jail operations (including disability access in custodial facilities), public records (including review
of peace officer personnel records now subject to inspection under SB 1421), and civil litigation (including representation
of the County in opioids litigation). Attorneys representing the Social Services Agency in juvenile dependency (i.e. child
abuse) cases pending before the trial and appellate courts annually log hundreds of hours of overtime.

Child Protection Finance/
DA-PA/Probate, Trials, Child Administration,Gov
Executive Litigation & PG/ Protection AAIT & Administration and ernment Services &
No. Agency Name Management Mental Health Development Support Services Human Resources Fraud Hotline JWA Advisory Total
025 County Counsel 537,165 1,691,819 -1091784 4,832,528 3,658,337 374,604 450,653 10,453,322
Total 537,165 1,691,819 -1091784 4,832,528 3,658,337 374,604 450,653 10,453,322

GENERAL GOVERNMENT SERVICES 031 - Registrar of Voters
031 - REGISTRAR OF VOTERS

https://www.ocvote.com/
031 - Registrar of Voters


To provide election services for the citizens of Orange Percent of County General Fund: 0.52%
County to ensure equal access to the election process, protect Total Employees: 49.00
the integrity of votes, and maintain a transparent, accurate
and fair process.
Strategic Goals:
■ Ensure public confidence in the elections process by conducting transparent and accurate elections.
■ Make elections accessible to all eligible voters.
■ Continual quality improvement in the operations of the department.

TOTAL NUMBER OF VOTER EDUCATION, 124 events were attended in The target for 2021 is 25 The Registrar of Voters creates an extensive
RECRUITMENT AND REGISTRATION EVENTS. 2020. events. marketing plan to raise voter awareness and
What: The number of events our office educate voters. In FY 2020-21 Registrar of Voters
participates in calculated 60 days prior to a expanded the campaign to include direct mailers;
scheduled election (or the entire year in off-year social media; billboards; bus signs; TV and
elections). pivoted to virtual engagement efforts in light of
Why: Provide voter education, recruit poll COVID-19.
workers, and offer voter registration services.
THE NUMBER OF CONTACTS MADE WITH THE 84% of estimated attendees The target for 2021 is The Registrar of Voters participates in various
PUBLIC THAT COULD POSSIBLY LEAD TO at outreach events were 10% if it is safe to attend events of all scales throughout Orange County.
ELECTION WORKERS. contacted in 2020. The in-person events and 75% Identifying high-impact events to return to and
What: The percent of contacts made at outreach reason for the high if health orders remain exploring new events to reach voters and
events based on the total number of estimated percentage is due to having and restrict in-person prospective employees is a top priority for the
impressions. modified outreach efforts to events. Registrar of Voters.
Why: Provide opportunities to register to vote comply with health and
and ensure enough election volunteers are safety orders restricting in-
available. person events. As a result,
staff primarily conducted
outreach through speaking
engagements.
SATISFACTION OF ELECTION WORKERS. Overall, the Registrar of The target for 2021 is Customer service will continue to be enhanced to
What: Provides the percentage of Vote Center Voters received on average 90%. ensure proper satisfaction levels of the Customer
workers surveyed and the overall quality of 93.17% excellent/good Service Representatives in the Vote Center model.
service provided. ratings. Results from surveys have consistently been in
Why: Provide Orange County voters consistent the "Excellent/Good" range.
and convenient access to well-managed Vote
Center sites.

031 - Registrar of Voters GENERAL GOVERNMENT SERVICES

DATA ENTRY MONTHLY TOTALS. 6.2% of the registered voters The target for 2021 is The large number of updates to the voter
What: All data entry and registered voter per month. 2.51% of the registered registration database has helped to produce an
maintenance as a percentage of the registered voters per month. accurate voter registration list, which improves
voters. security and provides a better voting experience.
Why: These activities are performed in order to
maintain an accurate voter registration list.

■ Conducted historic and successful 2020 Presidential General Election and 2nd Supervisorial District Vacancy Election
with COVID-19 safety protocols during an unprecedented pandemic.
■ Recognized by the Election Center, the national association of election officials, for meritorious service from election offi-
cials and election service providers nationwide that ascended above innumerable challenges with perseverance, innova-
tion, courage and heroism.
■ Processed the largest amount of ballots in Orange County history. This was completed relatively quickly and ahead of all
deadlines.
■ Demonstrated accuracy of election results by conducting multiple audits, including risk-limiting audits, which provides
additional confidence in the election results.
■ Provided additional confidence to voters through its ballot tracking system which was developed in-house.
■ Expanded ballot return options to secure ballot drop boxes, vote center drop off, or mail ballots with no postage required.
■ All registered voters received an official ballot through the mail and all voters can check their registration, re-register, and
register to vote at ocvote.com.
■ Created Vote Center Lab to enhance training and provide demonstrations of in-person voting to the public.
■ Completed new district lines for 13 districts in a compressed timeframe.
■ Approximately 1.7 million Orange County registered voters received a Voter Information Guide and an official ballot
through the mail for the 2020 Presidential General Election.
■ 87.3% turnout in the November 3, 2020 Presidential General Election, one of the highest turnout in Orange County's his-
tory and one of the highest in California. There was an increase of 24.8% turnout since the 2016 Presidential General
Election.

GENERAL GOVERNMENT SERVICES 031 - Registrar of Voters
Registrar Of Voters - Provides overall direction, leadership, Candidate & Voter Services - Handles candidate filing,
and management of the department working closely with campaign contribution filing and voter registration process-
the six units in the agency. Serves as the direct interface with ing. Also has a role in ballot creation, sample ballot creation
the Federal government, Secretary of State and elected offi- and alternative voting operations such as vote-by-mail and
cials. on-site Vote Center operations.
Administrative Services - Provides accounting, budget, Community Outreach - Conducts and participates in out-
human resource, and purchasing support as well as various reach and special events throughout Orange County.
other services. Responsible for all training functions within Responsible for the department's adherence to the Voting
the department. Rights Act, including generating requirements for bilingual
Vote Center Customer Service Representative recruitments,
Election Services - Conducts Vote Center and Ballot Drop customer service, and translation services for nine addi-
Box site survey and recruitment. Manages the County Poll tional languages: Chinese, Korean, Spanish, Vietnamese,
Worker Program along with oversite of Vote Center Customer Tagalog, Farsi (Persian), Japanese, Hindi, and Gujarati. Pro-
Service Representatives working at Vote Centers. vides consistent messaging from the Registrar of Voters to
the public via internet, print, and electronic media concern-
Information & Technology - Provides IT support as well as ing election issues.
data entry and files (which handles voter registration and
petition processing). Responsible for the precinct and Vote Printing & Graphics - Prints all election documents includ-
Center mapping functions. ing official ballots. In addition, provides quality, on time,
and cost-effective design, printing, and bindery services for
County of Orange departments and other jurisdictions/orga-
nizations.
Budget Summary
49 49 49 49 49 49 49 49 49 49
50
40
The Registrar of Voters is dedicated to providing profes-
sional and customer service oriented election services. We
30
take pride in the fact that our methods of delivering election
20 services have become the standard for counties throughout
10 the United States.
0
The Registrar of Voters will continue to exceed the expecta-
tions of Orange County citizens, government, community
organizations, and the news media in every aspect of our
Ten Year Staffing Trend Highlights: operations. We strive for excellence in overall election man-
■ FY 2021-22, total authorized positions remain constant agement services and in our role as custodians of registered
at 49. voter records.

Base Budget:
FY 2021-22 Budget includes $3.9 million for the June 2022

Primary Election.

031 - Registrar of Voters GENERAL GOVERNMENT SERVICES

(1) (1)
Total Revenues 20,903,408 15,452,984 15,416,180 2,779,602 (12,673,382) (82.0)
Net County Cost 21,786,902 12,275,615 13,549,921 18,402,327 6,126,712 49.9
Detailed budget by expense category and by activity is presented for agency: Registrar of Voters in the Appendix on page A43

■ Orange County Registrar of Voters is the fifth largest voting jurisdiction in the United States.
■ VoteCal, a statewide voter registration database, helps maintain more accurate voter registration rolls for every county in
California.
■ Vote Centers continues to improve the voting experience for many voters. Vote Centers are a full-service voting experi-
ence; voters can vote at any location, register to vote, and update their voter registration information.
■ Since 2012 Presidential General Election, the percentage of voters voting by mail has consistently exceeded the number of
voters voting at any Vote Center. The 2020 Presidential General Election had a record number of 1,771,537 registered vot-
ers.
■ Assembly Bill 860 was passed to permit any voter to cast their ballots through a Remote Accessible Vote-By-Mail
(RAVBM) system. Previously, RAVBM was limited to voters with disabilities, overseas voters, and military voters.
■ Ballot drop boxes provided the most popular return method (46%) for voters in Orange County.
■ In the past four years, the electorate has grown by 15% and participation increased across voters of all ages, ethnicities,
and socioeconomic backgrounds.

Administrative Information & Candidate & Voter Community
No. Agency Name Registrar Of Voters Services Election Services Technology Services Outreach Printing & Graphics Total
031 Registrar of Voters 2,229,478 1,517,584 12,264,762 3,007,376 964,285 1,198,444 0 21,181,929
297 Reprographics ISF 0 0 0 0 0 0 9,305,549 9,305,549
Total 2,229,478 1,517,584 12,264,762 3,007,376 964,285 1,198,444 9,305,549 30,487,478

GENERAL GOVERNMENT SERVICES 052 - OC Campaign Finance and Ethics Commission
052 - OC CAMPAIGN FINANCE AND ETHICS COMMISSION

http://www.ocgov.com/gov/ocethics/
052 - OC Campaign Finance and Ethics Commission

Mission: Total FY 2020-2021 Projected Expend + Encumb: 450,250

On June 7, 2016 Orange County Voters approved Measure A, Percent of County General Fund: 0.01%
which called for the establishment of a Campaign Finance Total Employees: 2.00
and Ethics Commission (Ethics Commission). On June 28,
2016, the County Board of Supervisors established the bud-
get for the Ethics Commission. The Ethics Commission pro-
vides oversight of the County's Campaign Reform
Ordinance, Lobbyist Registration and Reporting Ordinance,
the Gift Ban Ordinance and sections 6 and 9 of the County
Code of Ethics and Commitment to Public Service.
Strategic Goals:
■ Provide oversight of the County's Campaign Reform Ordinance, Lobbyist Registration and Reporting Ordinance, the Gift
Ban Ordinance and sections 6 and 9 of the County Code of Ethics and Commitment to Public Service.

■ Provided elected officials and candidates an updated Campaign Manual for 2020.
■ Created an AB1234 Ethics Training Program for County use.
■ Created an Operations Guide for the office.
■ Improved AB 1234 compliance.
Ten Year Staffing Trend: ■ In FY 2016-17, 2 positions were added to provide over-
sight of the County's Campaign Reform Ordinance,
3 Lobbyist Registration and Reporting Ordinance, the
2 2 2 2 2 2 Gift Ban Ordinance and sections 6 and 9 of the County
2
Code of Ethics and Commitment to Public Service.
2
1
0 0 0 0
0

052 - OC Campaign Finance and Ethics Commission GENERAL GOVERNMENT SERVICES
Budget Summary
To meet the FY 2021-22 Net County Cost limit, the Ethics Commission submitted a Reduce Level of Service Augmentation of
$13 thousand. In order to maintain current level of service, the Ethics Commission requested full restoration of the $13 thou-
sand in appropriations and Net County Cost, of which the Budget includes $13 thousand.

PB Req.
Restore Appropriations and Net OC Campaign Finance and Ethics Commission Restore funding to ensure adequate services to sustain 20780
County Cost to Maintain Current requests restoration of $13K in appropriations core department functions.
Level of Service and Net County Cost to sustain core
Amount:$ 13,087 department functions and to ensure campaign
finance laws are enforced.

Total Revenues 4,950 3,750 3,750 3,750 0 0.0
Net County Cost 427,900 451,656 446,500 451,656 0 0.0
Detailed budget by expense category and by activity is presented for agency: OC Campaign Finance and Ethics Commission in the Appendix on page A66

No. Agency Name OC Campaign Finance and Ethics Commission
052 OC Campaign Finance and Ethics Commission 455,406
Total 455,406

GENERAL GOVERNMENT SERVICES 059 - Clerk-Recorder
059 - CLERK-RECORDER
http://www.ocgov.com/gov/clerk/
059 - Clerk-Recorder

Mission:
The Clerk-Recorder's mission is to maintain a safe and
secure repository for public records; and to provide cost
effective platforms to easily access records, while safeguard-
ing the confidentiality of personal information.
Strategic Goals:
■ Improve the delivery and access of public records through the use of advancing technologies.
■ Maintain and safeguard sensitive personal information contained in public records.
■ Provide courteous, helpful and economical service to the public.
■ Detect and minimize real estate fraud and identify theft through the use of multiple security measures.

ACHIEVE A RATE OF AT LEAST 80% FOR ELECTRONICALLY Electronic recordings Achieve a rate of 80% for The Department is using
RECORDED DOCUMENTS TO TOTAL DOCUMENTS RECORDED. accounted for 83% of total electronically recorded technology to provide faster
What: Measures Department effectiveness at using technology to real property recordings. documents. and more efficient service.
efficiently record real property documents.
Why: Electronic recordings improves the efficiency of Department
Recording operations.
ACHIEVE A 90% OR BETTER RATING OF "OUTSTANDING" OR Customers rated Department Achieve a 90% or better Customer responses
"GOOD" ON CUSTOMER SATISFACTION SURVEY. services as "Outstanding" or positive rating on indicate that the department
What: Measures customer satisfaction with department services. "Good" 97% of the time. customer satisfaction is continuing to provide
Why: Providing courteous and helpful customer service is a surveys. excellent customer service.
Department strategic goal.
INDEX AT LEAST 98% OF RECORDED DOCUMENTS WITHIN 48 The Department indexed Index at least 98% of The Department is
HOURS. 100% of recorded recorded documents maintaining a high efficiency
What: Measures the timeliness and efficiency of the Department's documents within 48 hours. within 48 hours. rate with its recording and
indexing services before releasing the recorded document to the indexing services.
public.
Why: Indicates the quality and accuracy of the Department's
recording and indexing services.

■ Document Recording Volume increased by 41.4% over the prior year.
■ Marriage Licenses increased 25% over the prior year.
■ Marriage Ceremonies increased 55.9% over the prior year.
■ Expanded services at Honda Center to perform marriage licenses and ceremonies in response to the COVID-19 public
health emergency. Services provided at Honda Center were 8,252 marriage ceremonies and 16,838 marriage licenses.
■ The National Association of Counties (NACo) awarded the Clerk-Recorder with a 2020 NACo Award in recognition of its
OC Weddings Mobile App.

059 - Clerk-Recorder GENERAL GOVERNMENT SERVICES
■ Expanded services with Virtual Marriages to perform marriage licenses and ceremonies remotely in response to the
COVID-19 public health emergency. Services provided were 872 marriage ceremonies and 1,560 marriage licenses.
County Clerk-Recorder
Administrative Recorder Clerk Information Financial

Archives
Services Operations Operations Systems Services
Administrative Services - The Clerk-Recorder is one of Information Systems - The Information Systems division
seven Countywide elected officials. The Administrative Ser- provides technical and user support for all automated sys-
vices division directs and oversees all department adminis- tems within the Clerk-Recorder Department. Staff provides
trative activities. short and long term automation planning, systems installa-
tion, user training, system maintenance, and telecommuni-
Recorder Operations - The Recorder Operations division is cations support.
responsible for examining, recording, and indexing official
real property documents presented for recording. The Financial Services - The Financial Services division is
Recorder maintains a permanent record of these documents responsible for the fiscal integrity of the department by pro-
and transactions in order for the public to access and view viding accounting, budget, and purchasing related duties.
the records.
Archives - The Archives division catalogs and maintains
Clerk Operations - The Clerk Operations division main- County historical records and other materials that have long
tains and provides certified copies of birth, death, and mar- term, historical value. These historical records, photographs,
riage certificates issued within the County of Orange. The correspondence, property records, collections of artifacts, or
Clerk issues marriage licenses, performs civil marriage cere- other materials on the history of Orange County are available
monies, files fictitious business name statements, processes to the public, researchers, and historical organizations.
passport applications, files notary public oaths and bonds,
and registers professional photocopiers, process servers, and
unlawful detainer assistants.

added for additional management oversight of
113 113
114 expanded Clerk Recorder physical locations and succes-
111 111
112 110
110
sion planning.
108
106
■ In FY 2018-19, 2 positions were transferred to CEO to
104 staff the County Administration South Customer Ser-
101 101 101 101 101
102 vice Center and 1 position was deleted in accordance
100
98
96
94
■ In FY 2016-17, 2 positions were added to address con-
tinuing department workload and 10 positions were
added to provide effective service levels to the public in
multiple branch office locations.

GENERAL GOVERNMENT SERVICES 059 - Clerk-Recorder
Budget Summary
The Clerk-Recorder Department will continue to explore and implement operational measures that improve customer service
and maximize efficiencies. Appropriations for operational costs associated with budgeted capital improvement projects are
included in the base budget.

(1) (1)
Total Positions 110 111 111 111 0 0.0
Total Revenues 16,094,197 17,772,586 22,830,335 23,000,000 5,227,414 29.4
Net County Cost 0 0 0 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: Clerk-Recorder in the Appendix on page A74

■ The Clerk-Recorder will implement upgraded versions of Vital Records, Clerk applications, and Cashiering applications,
which will improve the efficiency of department operations.

Administrative
No. Agency Name Services Recorder Operations Clerk Operations Information Systems Financial Services Archives Total
059 Clerk-Recorder 10,116,023 3,345,587 4,482,383 3,500,059 1,198,738 357,210 23,000,000
12D Clerk-Recorder 12,000 6,567,900 480,024 2,183,000 11,000 0 9,253,924
Special Revenue
Fund
12E Clerk-Recorder 5,085,000 0 0 0 0 0 5,085,000
Operating Reserve
Fund
Total 15,213,023 9,913,487 4,962,407 5,683,059 1,209,738 357,210 37,338,924

12D - Clerk-Recorder Special Revenue Fund GENERAL GOVERNMENT SERVICES
12D - CLERK-RECORDER SPECIAL REVENUE FUND
12D - Clerk-Recorder Special Revenue Fund


The Clerk-Recorder Special Revenue Fund contains revenue
generated from specific fees mandated by State law with
expenditure eligibility requirements. This fund is required Total Employees: 0.00
in order to comply with Auditor-Controller policies and Gen-

erally Accepted Accounting Principles. Security Measures: This charge is mandated by Health and
Safety Code 103525.5. The funds generated by this charge
The fund total is comprised of four sub-funds: shall be used to defray the costs of the additional security
Modernization: This charge is mandated by Government features required by Sections 103526 and 103526.5, such as
Code 27361. The funds generated by this charge shall be efforts to develop safety and security measures to protect
available solely to support, maintain, improve and provide against fraudulent use of birth, death and marriage records.
for the full operation for modernized creation, retention, and Revenue is generated from providing certified copies of
retrieval of information in each county's system of recorded birth, death and marriage records.
documents. Revenue is generated from recording real prop-
erty transactions.
Health Statistics: This charge is mandated by Health &
Safety Code 103625. The funds generated by this charge
shall be available for the purpose of defraying the adminis-
trative costs of collecting and reporting with respect to those
fees and for other costs as follows: (1) Modernization of vital
record operations, including improvement, automation, and
technical support of vital record systems. (2) Improvement
in the collection and analysis of health-related birth and
death certificate information, and other community health
data collection and analysis. Revenue is generated from pro-
viding certified copies of birth, death and marriage records.
Micrographics: This charge is authorized by Government
Code 27361.4. The funds generated by this charge shall be
used to defray the cost of converting the county recorder's
document storage system to micrographics. Revenue is gen-
erated from filing every instrument, paper or notice for
record.

GENERAL GOVERNMENT SERVICES 12D - Clerk-Recorder Special Revenue Fund
Budget Summary

(1) (1)
Total Revenues 5,231,901 5,892,905 6,925,002 7,618,000 1,725,095 29.3
Inc/(Dec) to Obligated Fund Balances (226,293) (1,735,561) 431,206 (1,635,924) 99,637 (5.7)
Detailed budget by expense category and by activity is presented for agency: Clerk-Recorder Special Revenue Fund in the Appendix on page A119

12E - Clerk-Recorder Operating Reserve Fund GENERAL GOVERNMENT SERVICES
12E - CLERK-RECORDER OPERATING RESERVE FUND
12E - Clerk-Recorder Operating Reserve Fund


The Clerk-Recorder Operating Reserve Fund was established Percent of County General Fund: N/A
to separate restricted revenues out of Clerk-Recorder Fees Total Employees: 0.00
which are not eligible for County General Fund use. State law
mandates that revenues collected for these specific Clerk-
Recorder Fees can only be used to reimburse the Clerk-
Recorder for operational costs of services rendered. The
Operating Reserve Fund is utilized to offset future Clerk-
Recorder Department costs of these services.
Budget Summary
Total Revenues 2,319,495 585,000 6,663,724 5,085,000 4,500,000 769.2
Total Expenditures/Encumbrances 12,146 967,402 3,000 5,085,000 4,117,598 425.6
Inc/(Dec) to Obligated Fund Balances 2,307,350 (382,402) 6,660,724 0 382,402 (100.0)
Detailed budget by expense category and by activity is presented for agency: Clerk-Recorder Operating Reserve Fund in the Appendix on page A120

GENERAL GOVERNMENT SERVICES 074 - Treasurer-Tax Collector
074 - TREASURER-TAX COLLECTOR

http://www.ttc.ocgov.com/
074 - Treasurer-Tax Collector


The mission of the Office of the Treasurer-Tax Collector Percent of County General Fund: 0.39%
(TTC) is to ensure safe and timely receipt, deposit, collection Total Employees: 70.00
and investment of public funds.
Strategic Goals:
■ Invest public funds in a manner that provides for maximum security of principal and maintains the public trust.
■ Maintain sufficient liquidity to enable participants to meet their operating cash requirements.
■ Obtain a stable market rate of return throughout budgetary and economic cycles.
■ Provide timely, cost-effective, accurate and courteous customer service.
■ Invest resources to develop and maintain knowledgeable and competent staff.
■ Act in an ethical and professional manner while maintaining honest, respectful and open communications.
■ Streamline cashiering and collection processes to increase timely collection of public revenues for the benefit of Orange
County citizens.

ANNUAL PROPERTY TAX COLLECTION RATES. TTC did not meet the target To meet or exceed FY TTC is on track to meet the secured collection
What: Annual percent of property tax collected of meet or exceed the FY 2019-20 secured and rate, as of March 31, 2021 and is .9% ahead of
during the fiscal year. 2017-18 secured or unsecured percent last year. TTC is not expected to meet the
Why: It measures County revenue by identifying unsecured collection rate. FY collection rates of 99.2% unsecured rates, as of March 31, 2021, and is
the percent of property taxes collected. 2019-20 actual collection for secured and 97.8% for 2.6% behind last year's rate due to the significant
rates were: secured taxes unsecured property taxes. impact on business from COVID-19.
99.1% and unsecured
98.5% as of June 30, 2020.
Target FY 2017-18 collection
rates were: secured taxes
99.6% and Unsecured
98.6%.

074 - Treasurer-Tax Collector GENERAL GOVERNMENT SERVICES

AVERAGE MONTHLY NET ASSET VALUE TTC met its target of To maintain an average TTC is on track to meet the target. Monthly
(NAV)FOR OC AND EDUCATIONAL MMF'S maintaining an average NAV monthly NAV of 1.0000 in average NAV was above 1.0000 in both OCMMF
(OCMMF & OCEMMF). of 1.0000 for both OCMMF OCMMF and OCEMMF. and OCEMMF as of March 31, 2021, and did not
What: Net Asset Value measures the safety and and OCEMMF. Actuals: have any months below 1.0000.
liquidity of Orange County Money Market Funds During FY 2019-20, TTC
(OCMMF) & Orange County Educational Money maintained an average
Market Fund (OCEMMF). monthly NAV of 1.0000 or
Why: A NAV of 1.0000 means if all investments above in both OCMMF and
were sold, investors would get 100% of principal OCEMMF.
back.
NUMBER OF INVESTMENT POOL NON- TTC met its target of having To have zero incidents of As of March 31, 2021, TTC has had five
COMPLIANCE INCIDENTS REPORTED. zero incidents of non- non-compliance in FY compliance incidents in FY 2020-21, but all were
What: The number of non-compliance incidents compliance in FY 2019-20. 2020-21. self identified.
reported during a fiscal year.
Why: It measures TTC's compliance with State
code and the Investment Policy Statement.
DAILY CASH LIQUIDITY FOR FORECASTED TTC met the target and had To maintain 100% of TTC met 100% of the daily
EXPENDITURES FOR CURRENT DAY & NEXT 2 100% of daily operational trading days with cash operational cash needs & voluntary redemption
TRADING DAYS PLUS A BUFFER cash needs and balances equal to requests and 100% of the cash buffer on the
What: To have cash available for voluntary pool participant expenditures/redemptions current day and the next two trading days
expenditures/voluntary participants' redemption, and 100% of for the current day & the including the LAIF and MMMF balances.
redemptions for the current day & next 2 trading the cash buffer of $75 M next two trading days,
days & have a cash buffer for unexpected available on the current day plus the additional $75M.
redemptions/outflows. and next two trading days,
including the LAIF and
Why: Measures cash available for expenditures MMMF's balances.
& voluntary pool participant redemptions.

■ Protected the safety of the public funds entrusted to the Treasurer with no investment losses and met the investment
objectives of safety, liquidity and yield.
■ Maintained the Standard and Poor's highest rating on both of the short-term investment pools.
■ Increased the amount of electronic check payments (eChecks) by taxpayers for property by 15% ($282 million) represent-
ing 30% of total dollars collected and increased total electronic payments by 2% ($373 million) to 64% of total dollars col-
lected from the prior year.
■ Promoted the effective strategy of Stay Home, Stay Safe and Pay Online.
■ Achieved a secured property tax collection rate of 99.15%, down .13% from the prior year, in spite of the COVID-19
impacts on taxpayers.
■ Received a record high total of 18.4 million annual website page views of the property tax summary page, after hitting a
record month high of 2.4 million website page views in April 2020.
■ Mailed (and added online) the secured property tax bills in September for the last six years.
■ Provided tax relief during COVID-19 to taxpayers by cancelling over $3.6 million in delinquent penalties.
■ Migrated to new website and enhanced ease of use by taxpayers/citizens at ttc.ocgov.com.
■ Published Property Tax eGuides for New Homeowners and Businesses.
■ Increased Financial Literacy Resources for consumers/businesses by implementing a Financial Tip of the Week.

Treasury
Treasurer-Tax
Oversight
Collector
Committee
Assistant
Treasurer-Tax
Collector
Tax and Central

Investments Treasury
Collections
Division Division
Division
Investments Division - Responsible for investment of all Cash Management Unit: Provides all County and School and
public funds, portfolio management, broker/dealer rela- Community College Districts' bank-related services and
tions, investment/economic research, credit research and relationship management, cash optimization and forecast-
assistance with School and Community College Districts' ing, and financial electronic commerce solutions and
bond issuances. reviews and processes all wire requests. Responsible for rec-
onciliations of cash to bank deposits. Coordinates incoming
Treasury Division - Investment Accounting/Compliance
and outgoing County electronic payment options via wire,
Unit: Responsible for the receipt, tracking and reconciling of
ACH, Book Transfer, eCheck, and credit/debit card pay-
all Investment Pool Participants funds, including the alloca-
ments.
tion of interest to the County, school and community college
districts and special districts. Provides monitoring of com- Procurement Unit: Responsible for Department purchasing
pliance with the Investment Policy Statement, ratings agency and contracts.
requirements, prepares all investment accounting, monthly Tax and Central Collections - Taxpayer Services Unit: Han-
and annual investment reporting for TTC and County and dles all incoming phone calls and emails from taxpayers
assists with reconciliations of cash to bank deposits. Pre- regarding questions on property taxes.
pares and inputs all school district cash receipts and all debt
Accounts Receivable Unit: Provides billing and accounts
service invoices and general ledger account reconciliations.
receivable services for several County departments, and pro-
Coordinates all Treasury audits and assists in items required
cesses receipts from real estate leases, franchise fees and
for the Treasury Oversight Committee. Handles the accounts
other fees.
payable processing for the Department.
Tax Enforcement Unit: Collects delinquent unsecured prop-
Financial Management Section: Budget/Accounting Unit: is erty taxes.
responsible for reconciling all property tax accounting gen-
Central Collections Unit: Provides collection services for var-
eral ledger accounts relating to billing and collecting of prop-
ious delinquent invoices for county departments.
erty taxes, coordinates Department budget preparation,
performs budget-to-actual monitoring and reporting, han- Tax Collection Services Unit: Responsible for collecting prior
dles accounting and escheatment for all County and TTC year secured property taxes and performing cashiering for
unclaimed funds and coordinates or performs cost studies. property tax bills and certain other County invoices paid by
customers in person.
Bankruptcy Unit: Receives all bankruptcy notices and files
appropriate claims for unpaid invoices to recover public
funds.
Remittance Unit: Provides automated remittance processing
for all property tax rolls, refund accounting, tax roll account-
ing, and imaging and payment processing for some county
departments and outside government agencies.

074 - Treasurer-Tax Collector GENERAL GOVERNMENT SERVICES

Ten Year Staffing Trend: ■ In FY 2020-21, to reduce the budget shortfall due to the
95
100 91 91 91 91 with the Voluntary Incentive Program (VIP) was
85 85
90 78 deleted.
80 71 70
70 ■ During the FY 2020-21 budget process, 7 vacant posi-
60
50
40
30
■ In FY 2018-19, 2 positions were transferred to CEO to
20 staff the County Service Center Information desk and 5
10 positions were deleted in accordance with the County's
0
Vacant Position Policy.
with the County's Vacant Position Policy facilitated by
technology improvements.
transferred to Auditor-Controller to provide IT support
to the Treasurer Tax Collector
In FY 2012-13, 1 position was transferred to Human
Resources Services (HRS) to re-centralize HRS func-
tions.
In FY 2011-12, deleted 2 long term vacant positions.
Budget Summary
The TTC will continue to support all service plan goals in support of the County Strategic Initiatives. The TTC will continue its
efforts to reduce its Net County Cost by focusing on ways to further streamline and automate processes to increase revenue col-
lections and decrease costs.
FY 2021-22 Budget was submitted at the Net County Cost (NCC) Limit of $2.8 million.

Total Revenues 10,616,368 11,986,205 11,485,152 12,947,456 961,251 8.0
Net County Cost 1,924,175 3,723,128 2,530,558 2,832,725 (890,403) (23.9)
Detailed budget by expense category and by activity is presented for agency: Treasurer-Tax Collector in the Appendix on page A87


■ Maintained the public trust by meeting the investment objectives of safety, liquidity and yield.
■ Met all daily cash needs of the County, School and Community College Districts and voluntary pool participants.
■ Reduced investment administrative costs and increased assets under management that have increased net yields safely to
pool participants.
■ Maintained high current year secured and unsecured property tax collection rates during COVID-19 while billing a record
secured property taxes amount of $7.5 billion.
■ Provided tax relief of over $3.6 million by cancelling penalties for certain taxpayers with COVID-19 impacts.
■ Migrated to new website and enhance ease of use by taxpayers/citizens.
■ Increased use of eCheck, the most cost-effective payment option that provides a detailed email receipt option and same
day credit feature and promoted "Stay Home, Stay Safe, Pay Online".
■ Provided cost-effective short-term financing options to school districts per State law saving them significant interest
costs.
■ Saved significant total interest costs for School and Community College Districts from involvement in Pre-Pricing Calls on
bond financings.

No. Agency Name Treasury Division Tax and Central Collections Investments Division Total
074 Treasurer-Tax Collector 5,014,124 9,795,265 970,792 15,780,181
107 Remittance Processing Equipment 0 450,920 0 450,920
Replacement
274 OCWR Corrective Action Escrow 652,581 0 0 652,581
284 OCWR-FRB/Bee Canyon Landfill 2,636,126 0 0 2,636,126
Escrow
286 OCWR - Brea/Olinda Landfill 2,000,000 0 0 2,000,000
Escrow
287 OCWR - Prima Deshecha Landfill 1,300,000 0 0 1,300,000
Escrow
Total 11,602,831 10,246,185 970,792 22,819,808

107 - Remittance Processing Equipment Replacement GENERAL GOVERNMENT SERVICES
107 - REMITTANCE PROCESSING EQUIPMENT REPLACEMENT
107 - Remittance Processing Equipment Replacement


Establish reserves for the replacement of Remittance Pro- Percent of County General Fund: N/A
cessing Equipment. Total Employees: 0.00
Strategic Goals:
■ Cost effectively process payments.
Budget Summary
The TTC will continue to support all service plan goals in support of the County Strategic Initiatives.

Beginning Fund Balance - 0 0 0 0 0 0.0
Unassigned
Total Revenues 19,165 20,000 20,000 20,000 0 0.0
Total Expenditures/Encumbrances 659 300,920 920 450,920 150,000 49.8
Prior Year Encumbrance 0 0 0 0 0 0.0
Cancellations
Detailed budget by expense category and by activity is presented for agency: Remittance Processing Equipment Replacement in the Appendix on page A102

■ The FY 2021-22 Recommended Base Budget includes $301K of appropriations that is expected to be used for the purchase
of remittance processing equipment.

GENERAL GOVERNMENT SERVICES 079 - Internal Audit
079 - INTERNAL AUDIT

http://www.ocgov.com/gov/ia/
079 - Internal Audit


The mission of the Internal Audit Department (IAD) is to Percent of County General Fund: 0.07%
provide highly reliable, independent, objective evaluations, Total Employees: 13.00
and business and financial consulting services to the Board
of Supervisors and County management to assist them with
their important business and financial decisions.
The IAD was re-established as a separate department inde-

pendent of Auditor-Controller by Board Resolution 18-068
effective July 1, 2018.
Strategic Goals:
■ Assist the Board of Supervisors and County executive management in ensuring the County's assets and resources are safe-
guarded through the implementation of proper internal controls.
■ Maintain independence, responsiveness, and transparency in providing professional internal audits, advisory services,
and suggesting corrective recommendations to our clients.
■ Report on the County's internal controls, accounting records, and financial and business operations through public audit
reports and reviews.

PROVIDE DEPARTMENT FOCUSED SERVICES - The overall customer rating Achieve an average Internal Audit is on target to meet this Key
CUSTOMER SERVICE for Internal Audits FY 2019- overall rating of 4.0 or Performance Indicator with an average rating of
What: A customer service survey is sent to each 20 projects was 96% (4.8 higher. 4.7 as of the close of Q3 for FY 2020-21.
department after the completion of an out of 5).
engagement.
Why: Departmental feedback helps ensure we
maintain professional courtesy & provide value
added services.
EXECUTE HIGH QUALITY WORK - FOLLOW UP Nine of the 10 (90%) follow- 90% of audit Ten of 10 (100%) audit engagements were
AUDITS up audits commenced during engagements are followed-up on within one year of the initial audit
What: Follow-up audits are performed to FY 2019-20 were completed followed-up on within report issuance date.
determine if County departments have within one-year of the initial one-year of the initial
implemented Internal Audit recommendations. audit report issuance date. audit report issuance
Why: Follow-up of initial audit recommendations date.
is required by professional standards and helps
ensure departments address agreed upon audit
recommendations in a timely manner.

079 - Internal Audit GENERAL GOVERNMENT SERVICES

EXECUTE HIGH-QUALITY WORK - For FY 2019-20, 100% of 80% of audit For FY 2020-21, 100% of recommendations
RECOMMENDATIONS CONCURRED WITH BY recommendations issued recommendations receive issued have been concurred with by
MANAGEMENT have been concurred with by a management response management.
What: Departments decide whether to concur or management. of concur or partially
not concur with our recommendations. concur.
Why: Demonstrates commitment to partner to
improve operations and value, and merit of IAD
recommendations

■ On target to complete 22 Internal Control and Information Technology audits covering critical and/or high impact busi-
ness functions and making recommendations to improve internal control effectiveness and business process efficiency.
Internal Audit will also complete 25 follow-up audits to ensure our recommendations are implemented by departments.
■ Completed upgrade of audit management software to the latest version, which is web-based and includes enhancements
that will result in more efficient execution of audit planning, fieldwork, and reporting. In addition, continued expanding
the use of data analytics software to increase the value delivered through 100% coverage, highlighting every potential
issue and/or anomaly, and helping us quickly identify the root causes of issues.
■ Partnered with County Executive management to develop an annual Audit Plan based on a comprehensive Risk Assess-
ment. The plan includes a follow-up audit process to ensure all audit recommendations are satisfactorily implemented or
remediated.
■ Compiled, assessed, and provided quarterly status reports of all third-party audits performed throughout the County
(such as State and Federal audits) to the Audit Oversight Committee. These quarterly reports highlight material issues
and significant findings identified by external auditors, providing visibility to various financial, compliance, program-
matic, and regulatory issues and risks.
■ On track to implement our Countywide Internal Control Training Program by the end of FY 2020-21. The Training Pro-
gram consists of a series of self-study training courses designed to provide employees with internal control guidelines
that ensure the effective, thoughtful, and efficient use of resources.
Internal Audit Services - Internal Audit consists of 12 audit professionals (including six Certified Public Accountants) and
one administrative support member. The Audit Operations division performs the core department function of planning and
conducting audits based on a comprehensive annual Countywide risk assessment. The Administrative Services Unit fulfills all
of the administrative needs of the department including Audit Oversight Committee support, finance services (accounting,
budget, purchasing), and operations support (report proofing, distribution).

GENERAL GOVERNMENT SERVICES 079 - Internal Audit

Ten Year Staffing Trend: ■ During the FY 2020-21 budget process, 1 vacant posi-
tion was deleted per CEO recommendation.
18
16
16 16 16 16
■ During the FY 2018-19 budget process, the Internal
14 14
14 13 13 Audit Department (IAD) re-established as a separate
12 department independent from the County Auditor-Con-
10 troller by Board Resolution 18-068, effective July 1,
8
2018, 14 positions were transferred from Auditor-Con-
6
4
troller Internal Audit Division to IAD.
2 0 0 ■ In FY 2015-16, deleted 14 positions from IAD to trans-
0
fer to the Auditor-Controller Internal Audit Division and
deleted 2 positions from IAD to transfer to County
Counsel to support the Fraud Hotline.
Budget Summary
Internal Audit will continue to support and assist the Board of Supervisors and County executive management in the accom-
plishment of their strategic business goals and objectives. Internal Audit's contribution is testing and reporting on their inter-
nal control systems and processes as these relate to safeguarding the County's assets and resources, prudent and reasonable
financial stewardship, accurate recording and reporting, and achieving the County's goals and objectives. Internal Audit is
committed to continuous learning and staying abreast of relevant issues regarding accounting trends and financial best prac-
tices. Internal Audit applies professional auditing standards to all audit engagements.
To meet the FY 2021-22 Net County Cost limit Internal Audit Department submitted a Reduce Level of Service Augmentation
of $117 thousand. In order to maintain current level of service, Internal Audit Department requested full restoration of the
$117 thousand in appropriations and Net County Cost, of which the Budget includes $117 thousand.

PB Req.
Restore Appropriations and Net Internal Audit (IA) requests restoration of Internal Audit would continue supporting the County with 20475
County Cost to Maintain Current $117K in appropriations ($82K for salaries and cost effective and quality audits of crucial business
Level of Service benefits and $35K for services and supplies) functions.
Amount:$ 117,086 and Net County Cost to meet audit services
workload demands. Funding this restoration
would preserve IA’s ability to strategically
maximize audit resources and meet core audit
responsibilities.

079 - Internal Audit GENERAL GOVERNMENT SERVICES

(1) (1)
Total Revenues 0 0 0 25,000 25,000 0.0
Net County Cost 2,422,379 2,806,055 2,534,315 2,806,055 0 0.0
Detailed budget by expense category and by activity is presented for agency: Internal Audit in the Appendix on page A90

■ FY 2020-21 Audit Plan: The Audit Plan was designed to effectively utilize the resources of the recently established Internal
Audit department. Audits classified as high risk are priority and others will be completed based on the availability of
resources. Any remaining audits will be assessed and prioritized based on the County's business needs in the FY 2021-22
Audit Plan.
■ Information Technology (IT) Advances: The pace of technological advances continues to accelerate, coupled with the
increased importance of cybersecurity for the County's business operations. As such, Information Technology Audits are
an increasingly important part of the Audit Plan.
■ Staff Retention and Replacement: Because the IAD is a small department, each of our staff is significant to the accom-
plishment of the Audit Plan. Any staff who separates from the department impacts the ability to complete the Audit Plan
and replacing staff requires training that reduces available time for audits.

No. Agency Name Internal Audit Services
079 Internal Audit 2,831,055
Total 2,831,055

CAPITAL IMPROVEMENTS
PROGRAM V: CAPITAL IMPROVEMENTS

FY 2021-2022 FY 2021-2022 FY 2021-2022
Budget
036 Capital Projects 17,990,893 0 17,990,893
038 Data Systems Development Projects 4,000,000 0 4,000,000
GENERAL FUND SUBTOTAL 21,990,893 0 21,990,893
104 Criminal Justice Facilities - Accumulative Capital Outlay 18,880,975 18,880,975 0

15D Countywide Capital Projects Non-General Fund 151,456,426 151,456,426 0
15I Countywide IT Projects Non-General Fund 9,764,424 9,764,424 0
15L 800 MHz CCCS 13,999,115 13,999,115 0
9B0 Construction 7,791,894 7,791,894 0
TOTAL - CAPITAL IMPROVEMENTS 223,883,727 201,892,834 21,990,893

036 - Capital Projects CAPITAL IMPROVEMENTS
036 - CAPITAL PROJECTS
036 - Capital Projects

The Capital Projects Budget consists of recommended new Total Recommended FY 2021-2022: 17,990,893
and previously approved capital and major maintenance Percent of County General Fund: 0.44%
projects for the County of Orange with the following two
exceptions:
1) Since FY 1997-98, all new capital projects which are funded by departmental revenue are typically budgeted directly in the
departmental budget.
2) Capital Projects requests which fall under department responsibility, such as OC Parks, OC Road, OC Flood, John Wayne
Airport, OC Community Resources, and OC Waste and Recycling are prioritized and budgeted by the responsible department
in its specific capital budget.
Capital assets are defined as assets of a long-term character that are intended to be held or used in operations, such as land,
structures and improvements, equipment, intangible, and infrastructure. Effective FY 2020-21, all Countywide projects will
be budgeted in Fund 15D Countywide Capital Project NGF.
Strategic Goals:
■ Provide safe County facilities to all internal and external constituents of the County of Orange.
■ Comply with various mandates in providing safe and secure County facilities to employees, contractors, customers and
visitors to the County of Orange.
■ Promote creative, cost-effective and innovative thinking in maintaining, preserving and upgrading County facilities.
Budget Summary
Effective FY 2020-21 all Countywide Capital projects will be budgeted in Fund 15D Countywide Capital Project NGF.
FY 2021-22 NCC of $17,990,893 includes:
1. $14,990,893 transfer out to Fund 15D for new and continuing projects for FY 2021-22, including $2,778,661 to OC Sher-
iff-Cororner Department for new capital projects.
2. $3,000,000 transfer out to Fund 104 for capital projects at Probation facilities and the OC Sheriff-Coroner Department
annual loan repayment for the Gates building.
3. There is no borrowing from OCWR in FY 2020-21 or FY 2021-22.

CAPITAL IMPROVEMENTS 036 - Capital Projects

(1) (1)
Total Revenues 60,104,839 5,000,000 5,352,680 0 (5,000,000) (100.0)
Net County Cost 64,790,148 24,958,893 24,958,893 17,990,893 (6,968,000) (27.9)
Detailed budget by expense category and by activity is presented for agency: Capital Projects in the Appendix on page A50

15D - Countywide Capital Projects Non-General Fund CAPITAL IMPROVEMENTS
15D - COUNTYWIDE CAPITAL PROJECTS NON-GENERAL FUND
15D - Countywide Capital Projects Non-General Fund


Fund 15D budgets and accounts for Countywide capital proj- Percent of County General Fund: N/A
ects funded with Budget Control 036 Net County Cost, Gen- Total Employees: 0.00
eral Fund and Non-General Fund. These projects can be
multi-year in duration and any unspent or unencumbered
funds are re-budgeted in the following year for ongoing proj-
ects, re-appropriated for new projects per Board approval, or
returned to County General Fund. Effective FY 2020-21, all
Countywide capital projects will be budgeted in Fund 15D.
Strategic Goals:
■ Provide safe County facilities to all internal and external constituents of the County of Orange.
■ Comply with various mandates in providing safe and secure County facilities to employees, contractors, customers, and
visitors to the County of Orange.
■ Promote creative, cost-effective and innovative thinking in maintaining, preserving, and upgrading County facilities.

■ ORANGEWOOD CHILDREN & FAMILY CENTER (OCFC) SSA HVAC: This project provides for the complete replacement
of HVAC systems in OCFC Administration Building as part of a campus-wide, multi-year, multi-phased replacement mas-
ter plan of end of life HVAC systems. Work will include the replacement of HVAC units, replacement of ducting, and re-
zoning of spaces for improved heating and cooling distributions. Current phase completed June 2021.
■ INSTALL TRIDIUM ALARM FRONT END VARIOUS LOCATIONS: Phase II - This project is a multi-year project to con-
vert existing proprietary County Building Automation Systems (BAS) to coordinate with County "Lonworks" standards.
Also, to integrate BAS into a common alarm database increasing the points of alarms in approximately 25 County build-
ings. Phase II completed March 2021.
■ HCA 17th STREET NEW FACILITIY: This project includes design and replacement of the existing Health Care facility on
17th street. Preliminary site planning work completed. Meetings with project stakeholders to develop design program
completed. CEO Real Estate is currently reviewing development proposals for redevelopment of this property. Construc-
tion anticipated FY 2021-22.
■ HCA LAB FLOORING: This project includes flooring and minor ADA compliance improvements of molecular lab to
accept additional testing equipment. Project Design completed during FY 2019-20. Construction anticipated completion
in 2021.

CAPITAL IMPROVEMENTS 15D - Countywide Capital Projects Non-General Fund
■ HCA LAB BIO SAFETY HVAC: This project includes replacement of the Lab Air Handler Units and provides redundancy
for the Lab HVAC system. Design phase completed FY 2019-20. Construction was placed on hold due to COVID-19, plan
to resume in mid-2021.
■ SSA - ECKHOFF 840 - REPLACE HVAC DUCT SYSTEMS: This is a multi-year project that provides for the replacement of
air distribution ducts throughout the SSA 840 Eckhoff building. The replacement of these air ducts will improve the air
quality for the public and employees. Design of Phase 2 Construction to be completed in FY 2020-21.
■ OSBORNE BLDG DA MULTI FLOOR RENOVATION: This project relocates the DA from 401 Broadway to various floors at
the Osborne Building at 300 N. Flower. Work includes minor interior updates to provide offices and workstations.
■ COC-BLDG B-1ST FLOOR HVAC SYSTEM UPGRADE: This project replaces the 1ST FLOOR HVAC system. Features
include all new HVAC (new Air handler, ducting, and controls). Phase 1 Design to be completed June 2021.
■ COC-BLDG B-1ST FLOOR ELEVATOR IMPROVEMENTS: This project provides for replacement of the elevator controls
and ADA hardware. Design and installation completed in 2021.
■ YALE TRANSITIONAL SHELTER: Plans and specifications for adaptive reuse completed. Project delivery method is
Design-Build. Total project completion scheduled for Spring 2021.
■ BE WELL MIND OC: This project provides for a new two-story, 75-bed Mental Health Facility on Anita Drive in Orange,
CA. Construction completed early 2021.
■ GATES VAV BOXES PHASE II: This project provides for the replacement of HVAC-VAV Mixing Boxes on the 1st and 3rd
floors. Design and installation completed in June 2021.
■ 909 MAIN HVAC CHILLER REPLACEMENT: This project provides for the replacement of the HVAC roof top chillers and
cooling tower. Installation completed March 2021.
■ CEO Real Estate BLDG 360 IMPROVEMENTS: This project provided for the rehabilitation of the interior and exterior of
the warehouse including utilities, roofing, and paving. This facility will be used by HCA for disaster response and recov-
ery equipment. Construction completed in December 2020.
Capital Projects Fund 15D FY 2021-22 Revenue Budget is

Budget Summary $30.4 million which includes:
Changes Included in the Recommended 1. $15 million operating transfer from Budget Control
Base Budget: 036 Net County Cost
Capital Projects Fund 15D FY 2021-22 Appropriations Bud- 2. $7.3 million operating OC Waste & Recycling net
get is $138 million which includes: importation revenue
1. $28.9 million for Countywide capital projects ($24.8 3. $3.9 million from other sources
million Re-budget and $4.2 million New)
4. $4.2 million re-payment of OCDC RAB Upgrade bor-
2. $20.8 million for Health Care Agency capital projects rowing.
($19.5 million Re-budget and $1.3 million New)
3. $27.4 million for Sheriff-Coroner capital projects The remaining $107.5 million balance is funded from the
($25.3 million Re-budget and $2.1 million New) projected carryover balance from FY 2020-21 which includes
$56.3 million for the James A. Musick Facility Expansion,
4. $4.5 million for Central Utility Facility (CUF) capital $27.4 million new and ongoing capital projects for OC Sher-
projects (New) iff-Coroner Department, and $23.9 million balance for
5. $56.3 million for James A. Musick Facility Expansion Countywide Capital Projects.
(Re-budget).


(1) (1)
Total Revenues 77,308,932 69,184,687 128,015,142 30,462,540 (38,722,147) (56.0)
Detailed budget by expense category and by activity is presented for agency: Countywide Capital Projects Non-General Fund in the Appendix on page A161
FY 2021-2022 New Capital Project Requests

CEO Recommended Amounts
Number
Dept Req Budget Control Other Budget

Project Description Amounts 036 Control
County Executive Office
1 CEO - YGC - Coordinated Reentry System 6,000,000 0 6,000,000
Description:
This request is to repurpose the current Youth Guidance Center (YGC) as an adult reentry center to provide support services and transitional assistance for
those reintegrating back into the community after release from custody. The total estimated cost for this project is $6,000,000 in FY 2021-22.
Recommendations:
Recommended funding $6,000,000 from CEO (100-017-017-P993-4200).
OC Public Works
2 909 MAIN - REPLACE BAS CONTROLS 550,000 550,000 0
Description:
This request is to replace the Building Automation System at 909 N. Main Street. The total estimated cost for this project is $550,000 in FY 2021-22.
Recommendations:
Recommended funding $550,000 from Budget Control 15D (15D-036-15D-PL01-4200).
3 MOB - REPLACE (2) 150 TON CHILLERS 225,000 225,000 0
Description:
This project will provide for the replacement of two 150 Ton Chillers including replacement of water pumps, expansion tank, make-up water system and
piping . The total estimated cost for this project is $225,000 in FY 2021-22 and $1,300,000 in FY 2022-23.
Recommendations:
4 MOB - REPLACE (15) 225 AMP 120-208V PANELS 100,000 100,000 0
Description:
This project will provide for the replacement of fifteen 225 amp electrical panels on floors 1-5 of the facility. The total estimated cost for this project is
$100,000 in FY 2021-22 and $300,000 in FY 2022-23.
Recommendations:


Number

5 MOB - REPLACE BAS CONTROLS 450,000 450,000 0
Description:
This request is to replace the Building Automation System at 301 The City Drive (MOB). The total estimated cost for this project is $450,000 in FY 2021-22.
Recommendations:
6 GATES - REPLACE VAV BOXES PHASE III 1,100,000 1,100,000 0
Description:
This multi-year project provides for the replacement of the deteriorated ductwork and VAV boxes at the Gates building. Phase I (floors 2 and 4) and Phase II
(floors 1 and 3) are completed, this is Phase III which will address floors 5 and 7. Total estimated cost for Phase III is $1,100,000 in FY 2021-22.
Recommendations:
Recommended funding $1,100,000 from Budget Control 15D (15D-036-15D-PL05-4200).
7 GATES - REPLACE INSULATION IN MAIN AIR SUPPLY DUCTS 494,000 494,000 0
Description:
This project provides for the replacement of the deteriorated insulation in the main air supply ducting at the Gates building. The total estimated cost for this
project is $494,000 in FY 2021-22.
Recommendations:
8 COC - B - 2ND FLOOR REMODEL & HVAC 155,000 155,000 0
Description:
This project provides for the replacement of the HVAC, fire and lighting systems on the second floor of the COC-B building. The total estimated cost for this
project is $155,000 for design in FY 2021-22 and $900,000 in FY 2022-23 for construction.
Recommendations:
9 HCA - 401 - REPLACE CARPET TILES 300,000 300,000 0
Description:
This project provides for the replacement of aging carpet tile with hard surface tiling that can be regularly sanitized at the 24 hour facility located at 401
Tustin. The total estimated cost for this project is $300,000 in FY 2021-22.
Recommendations:
10 HCA - 405 REPLACE BAS CONTROLS 750,000 750,000 0
Description:
This request is to replace the Building Automation System at the HCA facility at 405 W. 5th Street. The total estimated cost for this project is $750,000 in FY
2021-22.
Recommendations:
11 REPLACE STEAM & CONDENSATE LINES TO IRC AND JAIL 3,032,970 3,032,970 0
Description:
This project will provide for the pre-design engineering and Construction to replace the aging underground Steam and Condensate lines from the Central Utility
Facility (CUF) to the Men's and Women's jail along with the Intake and Release Center (IRC). The total estimated cost for this project is $3,032,970 in FY 2021-
22.
Recommendations:


Number

12 CUF REPLACE EMERGENCY GENERATOR 1,516,289 1,516,289 0
Description:
This project will replace the aging generator located at 525 N. Flower Street. The generator is used to “black start” one of the CUF combustion turbine
generators, fuel gas compressors and associated balance of plant (BOP) systems in the event of loss of power. The scope includes study, design and
installation of the upgraded system. The total estimated cost for this project is $1,516,289 in FY 2021-22.
Recommendations:
13 HCA - VARIOUS ELECTRICAL REPAIRS 250,000 250,000 0
Description:
This project provides for the replacement of breakers in Motor Control Centers (MCC) and electrical panels in various HCA locations recommended in the Arc-
flash study. This includes a full panel relocation at the 1725 17th Street location. The total estimated cost for this project is $250,000 in FY 2021-22 and
$250,000 in FY 2022-23.
Recommendations:
14 SSA - REPLACE HVAC OCFC BLDG G AND I 1,100,000 1,100,000 0
Description:
This project provides for the replacement of interior/exterior HVAC units at Orangewood Children and Family Center (OCFC) in Buildings G and I in FY 2021-22
and Buildings B and C in FY 2022-23. The total estimated cost for this project is $1,100,000 in FY 2021-22 and $900,000 in FY 2022-23.
Recommendations:
15 JAMF - REPLACE LAUNDRY WASHER EXTRACTOR 1,061,979 1,061,979 0
Description:
This request is to replace the laundry extractors at the James A. Musick facility to mitigate costly repairs, reduce the risk of asset failure and improve
productivity and quality of laundry operations. The total estimated cost for this project is $1,061,979 in FY 2021-22.
Recommendations:
16 TLF - REALIGNMENT E BARRACKS 1,000,000 1,000,000 0
Description:
This project converts the E Barrack at Theo Lacy Facility (TLF) to a medical suite, which includes two exam rooms, a dispensary room, a mental health office,
a toilet, a waiting area, and storage space. The project will increase operating efficiencies by having separate medical facilities for female and male inmates.
The total estimated cost for this project is $1,000,000 in FY 2021-22.
Recommendations:
17 SSA - ECKHOFF REMODEL 3,780,000 $ 0 3,780,000
Description:
This project provides for the remodel of the Northwest section of 840 Eckhoff and the adjacent metal warehouse to accommodate the consolidation of Social
Services Agency (SSA) operations at the Eckhoff facility. The remodel will allow SSA to fully occupy this County owned facility which is estimated to result in
an annual rental savings of approximately $1.4 million. The total estimated cost for this project is $3,780,000 in FY 2021-22.
Recommendations:
Recommended funding $3,780,000 from Social Services Agency (100-063-063-P451-4200).
Total Cost 21,865,238 12,085,238 9,780,000

FY 2021-2022 Rebudgeted Capital Projects

Funding Sources
Other Revenue
Budget Control
Department
FY 2020-
2021 FY 2021-2022 General
Unit
Project Name Budget CEO Recomm. Fund Amount Source

15D PF41 OCPW 401 CIVIC CENTER DRIVE 715,000 515,000 0 515,000 OCWR Importation Revenue
15D PH33 OCPW Civic Center Master Plan Phase II 2,570,619 4,923,317 0 4,923,317 OCWR Importation Revenue and
CAS Building Contract Savings
15D PJ22 OCPW COC - BLDG B - 1st Floor Remodel & 2,591,271 3,612,966 1,241,069 2,371,897 Carryover from prior years -
HVAC Countywide Capital Projects
Fund 15D and County General
Fund Budget Control 036
15D PJ23 OCPW COC - BLDG B - Elevator Replacement 530,000 25,000 0 25,000 County General Fund Budget
Control 036
15D PH08 OCPW COC - Bldg B - Replace Chiller Plant 155,000 715,000 715,000 0 County General Fund Budget
Control 036
15D PA31 OCPW Courts - County Share of Cost 1,000,000 2,354,000 0 2,354,000 Carryover from prior year -
Countywide Capital Projects
Fund 15D
15D PE18 OCPW El Toro Improvement Fund 1,300,000 1,300,000 0 1,300,000 From Real Estate Development
Fund 135
15D PH10 OCPW Gates - Replace Building Generator 1,400,093 1,169,093 0 1,169,093 Carryover from prior year -
Fund 15D
15D PF16 OCPW Gates - Replace VAV Boxes Phase II of 787,500 95,120 0 95,120 Carryover from prior year -
III Countywide Capital Projects
Fund 15D
15D PK02 OCPW GATES - WINDOW SEALS 257,900 337,854 0 337,854 Carryover from prior year -
REPLACEMENT Countywide Capital Projects
Fund 15D
15D P924 OCPW Gates Building-Replace Fire Alarm 15,000 556,835 0 556,835 Carryover from prior year -
Fund 15D
15D PE20 OCPW HOA - 5th Floor Refresh 125,000 125,000 0 125,000 Carryover from prior year -
Fund 15D
15D PG08 OCPW HOA Projects 66,287 100,000 0 100,000 Carryover from prior year -
Fund 15D
15D PJ17 OCPW Joplin Closure 213,131 213,131 0 213,131 Carryover from prior year -
Fund 15D
15D PK08 OCPW MOB - ADA UPGRADES 107,400 6,400 0 6,400 Carryover from prior year -
Fund 15D
15D PK10 OCPW MOB - WINDOW REPLACEMENT 108,600 616,600 0 616,600 Carryover from prior year -
Fund 15D
15D PG09 OCPW OCPW - Special Projects 957,000 999,999 0 999,999 Carryover from prior year -
Fund 15D

FY 2021-2022 Rebudgeted Capital Projects (Continued)

Funding Sources
Other Revenue
Budget Control
Department
FY 2020-
2021 FY 2021-2022 General
Unit

15D P000 OCPW Unallocated - Contingency Projects 3,268,954 4,436,129 0 4,436,129 Carryover from prior year -
Fund 15D
15D P932 OCPW Warranty Work - Completed Projects 19,000 9,084 0 9,084 Carryover from prior year -
Fund 15D
15D PJ14 PROB YGC - CLASSROOM FACILITY 2,147,817 2,147,817 0 2,147,817 Carryover from prior year -
Fund 15D
15D PJ16 HCA HCA - 17th Clinic - Facility Design and 2,287,660 14,602,101 0 14,602,101 Carryover from prior years -
Upgrade Countywide Capital Projects
Fund 15D funded by HCA
savings
15D PH34 HCA HCA - 17th Street Lab - Flooring and 565,000 130,760 0 130,760 Carryover from prior years -
Paint Countywide Capital Projects
savings
15D PI06 HCA HCA - 401 Tustin - Replace Resilient 127,600 25,202 0 25,202 Carryover from prior years -
Flooring Countywide Capital Projects
savings
15D PK01 HCA HCA - 405 - EXTERIOR WINDOWS OF 80,000 387,500 0 387,500 Carryover from prior years -
BUILDING Countywide Capital Projects
savings
15D PF10 HCA HCA - Projects 1,537,045 2,277,825 740,780 1,537,045 Carryover from prior years -
savings
15D PK12 HCA HCA- 405 - REPLACE DUCTING 275,000 584,000 0 584,000 Carryover from prior years -
savings
15D PG01 HCA HCA Lab - Replace 8 Air Handlers 1,146,000 1,500,000 0 1,500,000 Carryover from prior years -
savings
15D PH28 HCA YRES - Yale Ave - SA 16,504,851 521,481 0 521,481 Funded by additional funding
from the City of Garden Grove
for Yale facility
15D PJ09 SHERIFF CWJ Refurbish Kitchen and Serving 912,077 162,077 0 162,077 Carryover from prior year -
Line Countywide Capital Projects
Fund 15D
15D PK22 SHERIFF JAMF - Expansion 0 56,334,609 0 56,334,609 Carryover from prior year -
Fund 15D
15D PG13 SHERIFF Sheriff - AJS KCK 2,473,557 2,473,557 0 2,473,557 Carryover from prior year -
Fund 15D


Funding Sources
Other Revenue
Budget Control
Department
FY 2020-
2021 FY 2021-2022 General
Unit

15D PK14 SHERIFF Sheriff - CCTV - CJX POWER 500,000 2,410,000 0 2,410,000 Carryover from prior year -
UPGRADES Countywide Capital Projects
Fund 15D
15D PK16 SHERIFF SHERIFF - CORONER - ROOF REPAIR/ 500,000 55,060 0 55,060 Carryover from prior year -
REPLACEMENT Countywide Capital Projects
Fund 15D
15D PJ07 SHERIFF Sheriff - Theo Lacy - F and G Barrack 0 680,531 680,531 0 Carryover from prior years -
Showers Countywide Capital Projects
15D PJ11 SHERIFF Sheriff - Headquarters - Electrical 34,210 698,337 664,127 34,210 Carryover from prior years -
Renovation Countywide Capital Projects
15D PJ15 SHERIFF Sheriff - IRC - Modifications 10,917,677 10,215,989 0 10,215,989 Carryover from prior year -
Correctional Health Countywide Capital Projects
Fund 15D
15D PI20 SHERIFF Sheriff - Jail Security Electronic 3,268,112 4,200,000 0 4,200,000 Carryover from prior year -
Controls System Countywide Capital Projects
Fund 15D
15D PI19 SHERIFF Sheriff - Katella Range - Facility 4,079,905 3,836,900 0 3,836,900 Carryover from prior year -
Upgrade Countywide Capital Projects
Fund 15D
15D PF28 SHERIFF Sheriff - Loma Ridge Communications 600,000 566,910 0 566,910 Carryover from prior year -
Redundancy Countywide Capital Projects
Fund 15D
Total FY 2020-2021 Rebudgeted Capital Project 64,144,266 125,921,186 4,041,507 121,879,679

038 - Data Systems Development Projects CAPITAL IMPROVEMENTS
038 - DATA SYSTEMS DEVELOPMENT PROJECTS
038 - Data Systems Development Projects


The Data Systems Development Projects budget was estab- Percent of County General Fund: 0.1%
lished to provide funding for selected, new Information Sys- Total Employees: 0.00
tems projects for County Agencies and Departments.
Effective FY 2020-21, all Countywide Information Systems
projects will be budgeted in Fund 15I, NGF for Countywide
IT projects.
Strategic Goals:
■ Provide excellent customer service to all internal and external constituents of the County of Orange.
■ Ensure transparent and fiscally responsible stewardship of IT assets.
■ Promote creative, cost-effective and innovative thinking.
■ Foster a culture of team work and collaboration across Countywide IT functions.
Budget Summary
Effective FY 2020-21, all Countywide Information Systems projects will be budgeted in Fund 15I, NGF for Countywide Infor-
mation Technology (IT) Projects. The FY 2021-22 Recommended Budget includes $4 million Net County Cost (NCC) trans-
ferred out to Fund 15I for new and continuing key IT initiatives. Each year, new IT initiatives are reviewed and recommended
for funding by the IT Executive Council.

(1) (1)
Total Revenues 6,499,337 0 0 0 0 0.0
Net County Cost 4,000,000 4,000,000 4,000,000 4,000,000 0 0.0
Detailed budget by expense category and by activity is presented for agency: Data Systems Development Projects in the Appendix on page A52

CAPITAL IMPROVEMENTS 104 - Criminal Justice Facilities - Accumulative Capital Outlay
104 - CRIMINAL JUSTICE FACILITIES - ACCUMULATIVE CAPITAL

OUTLAY
104 - Criminal Justice Facilities - Accumulative Capital Outlay


The primary revenue sources are surcharges and penalty Percent of County General Fund: N/A
assessments on parking violations fees & fines, criminal fees Total Employees: 0.00
& fines, and operating transfers from the County General
Fund. Revenue is used for acquisition, debt service, mainte-
nance, or operations of criminal justice facilities. The major
activity is payment of rent associated with the Sheriff 's
Forensic Sciences Building. Remaining funds are used for
maintenance and capital projects for criminal justice facili-
ties.

■ JUVENILE HALL - REDESIGN AND REPLACE KITCHEN WALK-IN FREEZERS: This project provides for the design and
construction of an integrated freezer vestibule for food preparation and replacement of all walk-in freezers in the Kitchen
warehouse. Construction completed in FY 2020-21.
■ JUVENILE HALL - HARDENING: This project provides for security enhancements to the Juvenile Hall facility including
securing windows, installing razor wire on all attached buildings, and installation of security cameras. The windows and
razor wire portions of the project were completed in FY 2019-20. Construction for additional security cameras to be com-
pleted in FY 2020-21.
■ JUVENILE HALL - EXHAUST FAN REPLACEMENT: This project provides for the replacement of old and obsolete
exhaust fans throughout the various buildings and will increase air efficiency of the facility. Construction to be completed
in FY 2020-21.
■ JUVENILE HALL - FIRE ACCESS SECURITY GATE: This project provides for the replacement of existing fencing and
gates in the existing main sally port entrance of Juvenile Hall. This replaces deteriorating and rusting fence posts, razor
wire and anti-climb fencing. Construction completed in FY 2020-21.
■ JUVENILE HALL - SECURITY CAMERA AND DATA RETENTION PROJECT: This project provides the upgrades to the
current surveillance equipment and archiving capacity for Juvenile Hall and Youth Leadership Academy. The project is
comprised of two phases. Phase I was completed in FY 2016-17, consisting of the purchase of camera data room equip-
ment and hardware from Dell/EMC. Phase II provides for the construction portion of the project, which includes installa-
tion of video encoders, network switches, video management software/programming, additional cameras, interior and
exterior cabling/fiber optics for backbone pathways to the new server room, and HVAC and electrical upgrades complet-
ing the surveillance system in a new server room located in the Administration Building. Construction to be completed in
FY 2020-21.

104 - Criminal Justice Facilities - Accumulative Capital Outlay CAPITAL IMPROVEMENTS
■ YOUTH GUIDANCE CENTER-SCAN ALUM WIRE INFRARED AND TORGUE LUG: This project provides for the electri-
cal inspection and infrared scanning survey of the low voltage electrical systems at the Youth Guidance Center facility.
Construction to be completed in FY 2020-21.
5. $2.6 million for debt service payment on Sheriff-Cor-
Budget Summary oner's facility
6. $5.1 million for debt service payment on Probation's
Changes Included in the Recommended Juvenile Hall Multipurpose Gym
Base Budget:
FY 2021-22 Revenue Budget is $13.9 million which includes:
FY 2021-22 Appropriations Budget is $18.9 million which
1. $0.9 million operating revenue from Courts and
includes:
interest
1. $6.4 million for Probation's Juvenile Hall Multipur-
2. $1.1 million operating transfer from Probation's Gen-
pose Gym
eral Fund Reserve
2. $2.4 million for continuing capital and maintenance/
3. $3 million operating transfer from Budget Control
repair projects
036
3. $1.7 million for new capital and maintenance/repair
4. $8.9 million for Probation's Juvenile Hall Multipur-
projects
pose Gym from the State
4. $0.7 million for mid-year contingencies & change
The remaining $5.0 million balance is funded from the pro-
orders
jected carryover balance from FY 2020-21, including $2.6
million net carryover for JH Multipurpose Gym.

Total Revenues 9,019,659 18,673,833 13,457,780 13,826,060 (4,847,773) (26.0)
Detailed budget by expense category and by activity is presented for agency: Criminal Justice Facilities - Accumulative Capital Outlay in the Appendix on page A100

CAPITAL IMPROVEMENTS 15I - Countywide IT Projects Non-General Fund
15I - COUNTYWIDE IT PROJECTS NON-GENERAL FUND
15I - Countywide IT Projects Non-General Fund


Fund 15I budgets and accounts for Countywide Information Percent of County General Fund: N/A
Technology (IT) projects funded with Budget Control 038 Total Employees: 0.00
Net County Cost, General Fund and Non-General Fund.
These projects can be multi-year in duration and any Fund. Effective FY 2020-21, all Countywide Information Sys-
unspent or unencumbered funds are re-budgeted in the fol- tems projects will be budgeted in Fund 15I, NGF for County-
lowing year for ongoing projects, re-appropriated for new wide IT projects.
projects per Board approval, or returned to County General

■ COMPUTERIZED MAINTENANCE MANAGEMENT SYSTEM (CMMS): The CMMS solution will provide the County with
a centralized data repository of County real estate and facility assets for use in planning, scheduling, documenting, and
managing all facets of facility maintenance. The CMMS will enable enhanced capital, maintenance and utility cost track-
ing as well as the ability to develop mitigation strategies for facility-related issues. Continued the implementation of the
Operations & Maintenance (O&M) module (third of five modules; two modules already deployed). Design sessions in
progress for fourth module with fifth module requirements gathering initiated. Completed all core systems interfaces.
Work initiated on custom interfaces and data conversion.
■ DA RECORD MANAGEMENT SYSTEM: The goal of this project is to implement a fully integrated public safety informa-
tion system that has mobile or wireless capabilities to replace the manual tracking of case/unit information within the
District Attorney Bureau of Investigation. Certified State security requirements for California Law Enforcement Telecom-
munication System (CLETS); continued CLETS security configuration; began vendor-led configuration training for end
users. Next steps include configuration, User Acceptance Testing, and train-the-trainer training.
■ IDENTITY GOVERNANCE AND ADMINISTRATION: The scope of the project is to implement enterprise user provision-
ing capabilities and enhance synchronization with department directories. Key accomplishments include synchroniza-
tion of the County's Global Address List (GAL), deployment to production of Self-Service Password Reset (SSPR),
implementation of the Microsoft Identify Management (MIM) Portal, and HR integration.
■ INTEGRATED TALENT MANAGEMENT SYSTEM (ITMS): Branded Eureka for the County's Integrated Talent Manage-
ment system, this solution will provide an integrated, consistent, end-to-end framework for the County to conduct perfor-
mance management, learning management and onboarding. Key accomplishments include the Go-Live of Eureka's
Learning Management module to agencies/departments that were scheduled for Phases 1 and 2. For Phase 3 depart-
ments, the project team held Executive Sponsorship meetings; identified key roles; and conducted functionality, commu-
nication, and technical meetings. Department IT completed configuration and testing. Go-live Q1 FY2020-21.
■ SERVICENOW IMPLEMENTATION FOR OCIT SHARED SERVICES: The goal of this project is to implement a single IT
service desk ticketing system that integrates with existing Managed Services ticketing systems and replaces the separate
help desk solutions that were in place at Child Support Services (CSS), OC Public Works (OCPW), Probation, and the

15I - Countywide IT Projects Non-General Fund CAPITAL IMPROVEMENTS
Social Services Agency (SSA). The integrated solution improves the Service Desk experience for Shared Services end
users by establishing a single point of contact, standardizing processes and definitions, and enhancing reporting and
delivery. Completed deployment for CSS, OCPW, Probation, and SSA. Updated and deployed new user portal front-end.
■ SYSTEM OF CARE DATA INTEGRATION SYSTEM (SOCDIS): The goal of the project is to develop a technology strategy
and solution that provides coordinated data sharing across County departments to assist those experiencing or at risk of
homelessness with improved care coordination. Completed releases 1a and 1b; release 1c is scheduled to be launched
during the 4th quarter of FY2020-21.
■ WEB CONTENT MANAGEMENT SYSTEM: The goal of this project is to replace the existing content management plat-
form and redesign County departments' public-facing websites to enhance public experience of County online informa-
tion and service offerings by providing multiple online channels and formats such as web, mobile apps, mobile devices,
email media and social media networks. Completed deployment for the following departments: OC Public Libraries, OC
Waste & Recycling, OC Community Resources (Community Investment, Office on Aging, Veterans Services), Clerk-
Recorder, Clerk of the Board, Campaign Finance & Ethics, Internal Audit, OC Public Works, and Child Support Services.
Budget Summary
Effective FY 2020-21, all Countywide Information System projects will be budgeted in Fund 15I, NGF for Countywide IT proj-
ects.
Countywide IT Projects Fund 15I FY 2021-22 Appropriations Budget is $9.8 million, which includes $4.8 million in re-bud-
geted IT projects, $3.6 million in new projects, and $1.4 million in contingency funds. Revenue Budget is $4 million from
Budget Control 038 Net County Cost. The remaining balance is funded from $5.8 million projected carryover fund balance
from FY 2020-21.
The ending fund balance at June 30, 2022, is estimated at $21.5 million which may be used to fund Strategic Priorities such as
CAPS Program upgrades and enhancements.

Total Revenues 7,024,348 4,041,639 5,107,228 4,020,000 (21,639) (0.5)
Detailed budget by expense category and by activity is presented for agency: Countywide IT Projects Non-General Fund in the Appendix on page A165

CAPITAL IMPROVEMENTS 15I - Countywide IT Projects Non-General Fund
Data Systems Development Projects - Funded

CEO Approved Projects
Number
Budget Other Budget

Project Description Dept Req Control 036 Control
1 E-Rate Public Outdoor WiFi 489,000 0 489,000

Justification/Comments:
This request is to provide WiFi accessible to the public from outside the Library Branches. This safely expands services to the community by providing WiFi to
persons without means for in-home internet. The total estimated cost for this project is $489,000 in FY 2021-22 and $5,000 annual ongoing costs effective
Year 2. This project is eligible for E-Rate funding.
Recommendations:
IT Executive Council recommended this project and funding will be appropriated through the department.
Total Cost 489,000 0 489,000
Data Systems Development Projects - Not Funded

Number
Project Description Dept Req Amounts

Auditor-Controller
1 County Reimbursement System $ 1,315,503
Total Cost 1,315,503
FY 2021-2022 Rebudgeted Capital Projects

Funding Sources
Budget Control
Other Revenue
Unit
Department
FY 2020- FY 2021- Non

2021 2022 CEO General
Project Name Budget Recomm. Fund Amount Source
15I I999 CEO CONTINGENCY 20,516,692 1,443,420 451,359 992,061 Carryover contingency from prior
years -
County General Fund Budget
Control 038 and 15I Countywide
IT Projects
15I IA01 A-C PROPERTY TAX SYSTEM - (PTS) 1,084,195 2,510,004 0 2,510,004 Carryover contingency from prior
years -
15I Countywide IT Projects
15I IA04 HRS INTEGRATED TALENT MANAGEMENT 241,122 468,641 468,641 0 Carryover contingency from prior
SOFTWARE SYSTEM years -
IT Projects
15I IA06 COB E-AGENDA UPGRADE (CAMS) 1,384,718 484,717 0 484,717 Carryover contingency from prior
years -
15I IH02 OCIT OCIT IT SERVICE DESK TICKETING 314,741 214,741 0 214,741 Carryover contingency from prior
MANAGEMENT years -
15I IH03 OCSD SHERIFF CISCO WIRELESS 300,000 0 0 0 Carryover contingency from prior
REPLACEMENT years -
15I IH05 OCIT OCIT NETWORK SECURITY EMAIL 1,442 0 0 0 Carryover contingency from prior
CRYPTOGRAPHY years -

15I - Countywide IT Projects Non-General Fund CAPITAL IMPROVEMENTS

Funding Sources
Budget Control
Other Revenue
Unit
Department
FY 2020- FY 2021- Non

2021 2022 CEO General
Project Name Budget Recomm. Fund Amount Source
15I IH08 CEO/RE REAL ESTATE PORTFOLIO TOOL 1,329,394 0 0 0 Carryover contingency from prior
(CMMS) years -
15I IH11 OCIT COUNTYWIDE IT SECURITY 822,331 754,127 0 754,127 Carryover contingency from prior
REMEDIATION years -
15I IH14 OCIT OCIT - OC WEBSITE REDESIGN & NEW 609,614 134,614 0 134,614 Carryover contingency from prior
CONTENT MANAGEMENT (eGov) years -
15I II04 OCIT OCIT - COUNTY ENTERPRISE 47,647 0 0 0 Carryover contingency from prior
NETWORK RE-DESIGN years -
15I II06 OCIT OCIT - USER PROVISIONING 354,014 0 0 0 Carryover contingency from prior
years -
15I II09 OCIT OCIT - PROJECT PORTFOLIO 214,160 64,160 0 64,160 Carryover contingency from prior
MANAGEMENT TOOL (CMMS) years -
15I II11 DA DA - RECORDS MANAGEMENT 309,706 0 0 0 Carryover contingency from prior
SYSTEM years -
15I II16 HCA OCIT - HOMELESS COORDINATION 4,440,000 3,080,000 3,080,000 0 Carryover contingency from prior
DATA SHARING years -
IT Projects
15I II17 ASSR ASSESSOR - PC EQUIPMENT 424,573 0 0 0 Carryover contingency from prior
years -
15I II18 A-C AC - IT Projects 10,000 10,000 0 10,000 Carryover contingency from prior
years -
15I IK01 TTC TTC FAS - Fund Accounting System 600,000 600,000 0 600,000 Carryover contingency from prior
years -
Total FY 2020-2021 Rebudgeted Capital Project 33,004,349 9,764,424 4,000,000 5,764,424

CAPITAL IMPROVEMENTS 15L - 800 MHz CCCS
15L - 800 MHZ CCCS
15L - 800 MHz CCCS


The 800 MHz Countywide Coordinated Communications Percent of County General Fund: N/A
System (CCCS) Fund 15L was established to provide sepa- Total Employees: 0.00
rate accountability for the coordinated communications sys-
tem serving public safety and public works agencies of the
County and 34 cities. This fund maintains monies deposited
by cities, the Orange County Fire Authority and other partic-
ipating agencies through 800 MHz Cost Sharing infrastruc-
ture payments. This fund also includes contract reserve
funds. In addition, miscellaneous communications
expenses, such as rents and utilities for remote sites, are paid
from this fund.
Strategic Goals:
■ Provide a state of the art interoperable two-way radio communications system for First Responders and other public
works and public service agencies.
■ Continue system life extension work, extending the useful life of the 800 MHz CCCS network and subscriber fleet, as a
migration path towards the next generation system.
■ Provide reliable installation and maintenance services.
■ Finalize work with the 800 MHz CCCS Governance Committee and County Counsel to implement the replacement of the
800 MHz CCCS Joint Agreement.

■ Continued the engineering and planning for the Moro Ridge 800 MHz radio site to improve public safety radio coverage.
■ Finalized the 800 MHz Joint Agreement replacement that included a system migration plan and budget estimates with our
key partners including the Orange County City Managers Association, Orange County Chiefs' of Police and Sheriff 's Asso-
ciation, Orange County Fire Chiefs Association, Orange County Lifeguard Association, 800 MHz User Group and 800 MHz
User Group and 800 MHz Governance Committee.

15L - 800 MHz CCCS CAPITAL IMPROVEMENTS
Budget Summary
Sheriff 's Communications & Technology Division continues to provide centralized operation, maintenance and financial
management of the 800 MHz Countywide Coordinated Communications System (CCCS), supporting the County's strategic
priorities by providing reliable communications and technical support, which enables first responders and public works
employees to efficiently perform their duties.

The 800 MHz Countywide Coordinated Communications (CCCS) fund is a self-balancing fund with restricted revenue. This
budget is intended to fund 800 MHz CCCS equipment and infrastructure costs that will be used in future years for radio sites
development.

Total Revenues 7,518,995 5,740,000 6,793,874 6,065,166 325,166 5.7
Detailed budget by expense category and by activity is presented for agency: 800 MHz CCCS in the Appendix on page A168

■ Interoperable communications for first responders.
■ Extending the useful life of the 800 MHz CCCS network and subscriber fleet, as a migration path continues towards the
next generation system that includes P25 compliance.
■ FCC required Rebanding planning and implementation.

CAPITAL IMPROVEMENTS 9B0 - PUBLIC FINANCING PROGRAM (PGM V)
9B0 - PUBLIC FINANCING PROGRAM (PGM V)

PUBLIC FINANCING PROGRAM (PGM V) - 9B0
9B1 Major Activities

* The purpose of these funds is to construct and/or acquire sewer, regional roadway and public infrastructure facility
improvements funded from bond proceeds issued on behalf of the Assessment Districts and to administer other long-term
requirements of the Districts.
9B1 Funds
Budget
Control
Number Assessment District Construction Title FY 2021-2022 Appropriations FY 2021-2022 Revenue
431 Special Assessment-Top of the World Improvement $ 19,664 $ 19,664
9B2 Major Activities

* The purpose of these funds is to construct and/or acquire public facility improvements (e.g. roads, fire stations, libraries,
etc.) funded from bond proceeds issued on behalf of the Community Facilities Districts (CFD), and to administer other
long-term requirements of the Districts.
9B3 Funds
Budget
Control
Number Community Facility Districts FY 2021-2022 Appropriations FY 2021-2022 Revenue
561 2017-1 RMV (Village of Esencia) Construction $ 7,772,230 $ 7,772,230

DEBT SERVICE
PROGRAM VI: DEBT SERVICE

FY 2021-2022 FY 2021-2022 FY 2021-2022
Budget
019 Capital Acquisition Financing 1,664,900 1,614,900 50,000
022 Prepaid Pension Obligation 9,500 9,500 0
GENERAL FUND SUBTOTAL 1,674,400 1,624,400 50,000
15J Pension Obligation Bonds Debt Service 3,546,010 3,546,010 0

15Y Teeter Series A Debt Service Fund 122,507,000 122,507,000 0
9C0 Debt Service 65,661,737 65,661,737 0
TOTAL - DEBT SERVICE 193,389,147 193,339,147 50,000

019 - Capital Acquisition Financing DEBT SERVICE
019 - CAPITAL ACQUISITION FINANCING
019 - Capital Acquisition Financing


Make timely debt service payments on the California Munic- Percent of County General Fund: 0.04%
ipal Financing Authority Lease (CMFA) Revenue Refunding Total Employees: 0.00
Bonds, Series 2017A (Orange County Civic Center Infra-
structure Improvement Program - Phase I) ("2017 CMFA
Lease Bonds"), which were used to construct County
Administration South building, to collect rent from depart-
ments occupying the building and to make trustee payments
for the bonds.
Budget Summary
(1) (1)
Total Revenues 2,107 6,918,830 1,472,411 1,614,900 (5,303,930) (76.7)
Total Expenditures/Encumbrances 9,601 6,968,830 1,482,312 1,664,900 (5,303,930) (76.1)
Net County Cost 7,494 50,000 9,901 50,000 0 0.0
Detailed budget by expense category and by activity is presented for agency: Capital Acquisition Financing in the Appendix on page A30

■ In the future, this fund will also be used to collect rent from departments occupying County Administration North build-
ing and to pay debt service.

DEBT SERVICE 022 - Prepaid Pension Obligation
022 - PREPAID PENSION OBLIGATION
022 - Prepaid Pension Obligation


To record revenues and expenditures related to the Taxable Percent of County General Fund: 0%
Pension Obligation Bonds issued for the prepayment, at a Total Employees: 0.00
discount, of the County's annual pension contribution. In
January 2021, the County issued its 2021 Pension Obligation
Bonds in the amount of $484.8 million. The proceeds, com-
bined with funds from certain County departments, prepaid
the County's FY 2021-22 pension contribution. The net sav-
ings of the prepayment was $28.7 million. The FY 2021-22
budget does not include appropriations to prepay the FY
2022-23 pension obligation. If savings can be realized by
prepaying the FY 2022-23 obligation, the County Executive
Office will return to the Board to request additional appro-
priations.
Budget Summary
(1) (1)
Total Revenues 41,895 121,480 32,205 9,500 (111,980) (92.2)
Net County Cost (15,977) 0 (500) 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: Prepaid Pension Obligation in the Appendix on page A31

15J - Pension Obligation Bonds Debt Service DEBT SERVICE
15J - PENSION OBLIGATION BONDS DEBT SERVICE
15J - Pension Obligation Bonds Debt Service

This fund is used to record the debt service payments on the Total Recommended FY 2021-2022: 3,546,010
County's Pension Obligation Bonds: Series 1994A, Refund- Percent of County General Fund: N/A
ing Series 1996A and Refunding Series 1997A. The 1994 Total Employees: 0.00
Bonds were paid off in 2004 and 1996A were paid off in Sep-
tember 2016, the 1997 obligations remain. These bonds are a to the County, were irrevocably pledged for payment, in full,
General Fund obligation. of the bonds and invested in AAA rated debt securities
On October 20, 1999, the Board of Supervisors directed the issued by the Federal Home Loan Bank, Federal National
County Executive Office to proceed with actions necessary to Mortgage Association (FNMA). The FNMA securities, along
eliminate this debt obligation. On March 31, 2000, and June with cash on hand, will be sufficient to pay principal and
11, 2000, the County purchased through a tender offer 45% interest on the bonds when due and payable.
of the outstanding bonds, about $288.3 million, and then The FY 2021-22 Recommended Budget for this fund con-
canceled them. The cost of the purchase was about $179.0 tains appropriations to record the debt service payments
million. made by the bond trustee from the defeasance escrow fund.
The remaining Pension Obligation Bonds with a par value of There is no "out-of-pocket" payment required from the
$350.8 million, were successfully prepaid through an eco- County. Principal on the outstanding bonds is $518,204 with
nomic defeasance on June 22, 2000. Available funds, includ- final maturity in September 2021.
ing the FY 1999-00 Tobacco Settlement Revenue allocation
Strategic Goals:
■ To record debt service payments made by the trustee on the defeased Pension Obligation Bonds.
Budget Summary
(1) (1)
Total Revenues 8,080,796 8,638,050 8,637,959 1,974,645 (6,663,405) (77.1)
Detailed budget by expense category and by activity is presented for agency: Pension Obligation Bonds Debt Service in the Appendix on page A166

DEBT SERVICE 15Y - Teeter Series A Debt Service Fund
15Y - TEETER SERIES A DEBT SERVICE FUND
15Y - Teeter Series A Debt Service Fund


To record the expenses and revenues related to the Teeter
Program; the funding of which was restructured in 2013
from a commercial paper program to a Note Purchase and
Reimbursement Agreement. The Teeter Program is an alter-
nate secured property tax distribution plan. Normally, the
secured property taxes collected by a County are distributed
to taxing agencies (e.g. school districts), resulting in less
than 100% of the tax levy being distributed because of delin-
quencies. Under the Teeter Plan, the County distributes
100% of the levy to the taxing agencies and in exchange
receives the right to keep the delinquent taxes, penalties and
interest.
Budget Summary
The current Note Purchase and Reimbursement Agreement matures in July 2021. The Fiscal Year 2021-22 budget includes the
appropriations to repay the existing Note and to fund the new issuance for the Teeter Program.

(1) (1)
Total Revenues 92,448,555 49,600,000 57,625,000 89,500,000 39,900,000 80.4
Detailed budget by expense category and by activity is presented for agency: Teeter Series A Debt Service Fund in the Appendix on page A172

9C0 - PUBLIC FINANCING PROGRAM (PGM VI) DEBT SERVICE
9C0 - PUBLIC FINANCING PROGRAM (PGM VI)

PUBLIC FINANCING PROGRAM (PGM VI) - 9C0
9C1 Major Activities

* The purpose of these funds is to provide for debt service of bonds issued on behalf of the Assessment Districts (AD).
9C1 Funds
Budget
Control
Number Assessment Districts FY 2021-2022 Appropriations FY 2021-2022 Revenue
433 Golden Lantern Reassessment District 94-1 Debt Service $ 362,712 $ 362,712
507 Irvine Coast Assessment District 88-1 - Debt Service 700,549 700,549
516 Assessment Dist 01-1 Ziani Project - Debt Service 523,784 523,784
523 Newport Coast AD 01-1 Group 2 Debt Service 1,096,703 1,096,703
52T Newport Coast AD 01-1 Conversion #1 Debt Service 1,424,389 1,424,389
534 AD 01-1 Group 3 Debt Service 1,226,743 1,226,743
536 Newport Coast AD 01-1 Group 4 Conversion Debt Service 1,236,830 1,236,830
551 Assessment District 92-1 Newport Ridge - Debt Service 1,936,283 1,936,283
9C3 Major Activities

* The purpose of these funds is to provide for debt service of bonds issued on behalf of the Community Facilities Districts
(CFD).
9C3 Funds
Budget
Control
Number Community Facility Districts FY 2021-2022 Appropriations FY 2021-2022 Revenue
479 CFD 99-1 Series A of 1999 Ladera - Debt Service $ 2,114,425 $ 2,114,425
487 Ladera CFD 2002-01 Debt Service 5,394,189 5,394,189
488 Rancho Santa Margarita CFD 86-1 (Series 1988) - Debt Service 3,228,593 3,228,593
492 Mission Viejo CFD 87-3 (A) - Debt Service 76,776 76,776
501 Rancho Santa Margarita CFD 87-5(A) - Debt Service 59,007 59,007
505 Foothill Ranch CFD 87-4 - Debt Service 2,985,722 2,985,722
509 Rancho Santa Margarita CFD 87-5B - Debt Service 1,237,939 1,237,939
513 Coto de Caza CFD 87-8 - Debt Service 319,508 319,508
517 Rancho Santa Margarita CFD 87-5C - Debt Service 138,809 138,809
521 Rancho Santa Margarita CFD 87-5D (A) - Debt Service 87,554 87,554
530 CFD 2004-1 Ladera Debt Service 7,444,528 7,444,528
533 CFD 01-1 Ladera - Debt Service 2,735,975 2,735,975
541 CFD 2015-1 RMV (Village of Esencia) Debt Service 8,039,457 8,039,457
547 CFD 00-1 (Series A of 2000) Ladera - Debt Service 2,709,850 2,709,850
549 Rancho Santa Margarita CFD 87-5E (A of 1993) - Debt Service 307,881 307,881
555 CFD 2003-1 Ladera Debt Service 4,459,159 4,459,159
564 CFD 2017-1 RMV (Village of Esencia) IA No. 2 Debt Service 1,919,200 1,919,200

INSURANCE, RESERVES & MISCELLANEOUS
PROGRAM VII: INSURANCE, RESERVES &

MISCELLANEOUS

FY 2021-2022 FY 2021-2022 FY 2021-2022
Budget
004 Miscellaneous 305,577,704 257,202,590 48,375,114
037 OCIT Shared Services 3,771,603 3,771,603 0
039 IBM Mainframe 2,395,550 0 2,395,550
056 Employee Benefits 2,287,575 1,822,692 464,883
100 General Fund 2,555,420 926,646,495 (924,091,075)
GENERAL FUND SUBTOTAL 316,587,852 1,189,443,380 (872,855,528)
270 Compressed Natural Gas Enterprise Fund 366,139 366,139 0

289 OCIT Countywide Services 112,783,527 112,783,527 0
290 Insured Health Plans ISF 196,187,351 196,187,351 0
291 Unemployment ISF 4,076,361 4,076,361 0
292 Self-Insured PPO Health Plans ISF 85,236,439 85,236,439 0
293 Workers' Compensation ISF 64,587,970 64,587,970 0
294 Property & Casualty Risk ISF 33,981,378 33,981,378 0
296 OC Fleet Services 52,019,860 52,019,860 0
297 Reprographics ISF 9,305,549 9,305,549 0
298 Self-Insured Benefits Internal Service Fund 7,692,431 7,692,431 0
29W Wellness Program Internal Service Fund 4,314,549 4,314,549 0
29Z Life Insurance ISF 942,007 942,007 0
TOTAL - INS., RESERVES & MISCELLANEOUS 888,081,413 1,760,936,941 (872,855,528)

100 - General Fund INSURANCE, RESERVES & MISCELLANEOUS
100 - GENERAL FUND
100 - General Fund
County. The General Fund also includes obligated fund bal-

Operational Summary ances (reserves) set aside for specific uses including contin-
gencies, capital project, and strategic priorities. The
Description: obligated fund balances (OFB) are increased if positive Fund
Balance Unassigned (FBU) is recorded at the end of a fiscal
General Purpose Revenues (GPR), including Property Taxes, year. OFB is reduced to fund strategic priorities or capital
Sales Taxes, Property Tax Administration Fees, and other projects as approved by the Board of Supervisors during the
miscellaneous sources, are recorded in Fund 100. GPR is the budget process or mid-year budget report process.
primary component of Net County Cost which is used to
fund County mandated services to the citizens of Orange
Budget Summary
Beginning Fund Balance - 23,722,727 0 0 0 0 0.0
Unassigned
Total Revenues 873,907,092 883,613,393 894,002,652 925,550,655 41,937,262 4.7
Total Current Year Encumbrances 34,249,575 0 1,367,424 0 0 0.0
Prior Year Encumbrance 12,410,783 0 10,042,764 0 0 0.0
Cancellations
Inc/(Dec) to Reserves (3,264,072) (17,464,217) 11,361,171 1,459,580 18,923,797 (108.4)
Ending Fund Balance - Unassigned 879,055,099 901,077,610 891,316,821 924,091,075 23,013,465 2.6
Detailed budget by expense category and by activity is presented for agency: General Fund in the Appendix on page A98

INSURANCE, RESERVES & MISCELLANEOUS 004 - Miscellaneous
004 - MISCELLANEOUS
004 - Miscellaneous


This budget control is a compilation of miscellaneous Gen- Percent of County General Fund: 7.49%
eral Fund activities including: County General overhead Total Employees: 0.00
recovery from non-General Funds (CWCAP) and select Gen-
eral Fund agencies, miscellaneous General Fund transfers to
Non-General Funds, contingency appropriations for unan-
ticipated salary and benefits issues, and appropriations to
fund General Fund mid-year budget augmentation requests.
Budget Summary
Total Revenues 92,632,022 116,722,598 125,777,914 257,202,590 140,479,992 120.3
Net County Cost (10,115,362) (60,946,075) (51,250,017) 48,375,114 109,321,189 (179.4)
Detailed budget by expense category and by activity is presented for agency: Miscellaneous in the Appendix on page A14

037 - OCIT Shared Services INSURANCE, RESERVES & MISCELLANEOUS
037 - OCIT SHARED SERVICES
037 - OCIT Shared Services


The mission of OC Information Technology (OCIT) is to pro- Percent of County General Fund: 0.09%
vide innovative, reliable, and secure technology solutions Total Employees: 140.00
that support County departments in the delivery of quality
public services. Waste & Recycling (OCWR), Probation and Social Services
Agency (SSA). The IT Shared Services delivery model
Budget Control 037 - The positions under this Budget Con- enables OCIT to achieve greater efficiencies through the use
trol reflect staffing from OC Information Technology's of pooled resources, increased knowledge sharing, stream-
Shared Services departments, which include Child Support lined processes, and standardized hardware and software.
Services (CSS), County Executive Office (CEO), OC Commu-
nity Resources (OCCR), OC Public Works (OCPW), OC
Strategic Goals:
■ Provide IT services and solutions that enable Shared Services Department workforces to be more connected, efficient, and
mobile.
■ Enable resources to be directed toward technological improvements and innovative solutions rather than duplicative
equipment, applications, and projects.
■ Increase learning and professional development opportunities for staff and improve succession planning through cross-
training.

■ Completed migration of OCCR and OCPW's aging voice systems to the County's enterprise Voice over Internet Protocol
(VoIP) solution.
■ Provided support to departments for the remote work initiative throughout the COVID-19 pandemic.
■ Assisted OCCR with the purchase of Wi-Fi on Wheels vehicles to provide constituents with access to the public internet to
conduct business and complete school education.
■ Completed the annual Voice of the Customer survey to all Shared Services agencies (OCCR, OCPW, OCWR, OCIT, SSA,
Probation and CEO).
■ Migrated Probation's Service Desk services to the Managed Services delivery model to ensure sufficient coverage due to
loss of staff, the County's hiring freeze and required strict background clearance requirements.
■ Implemented a single ticketing system for all Shared Services departments; transitioned Shared Services departments to
a unified call center model; deployed automated discovery tools to capture infrastructure components; and modified the
ServiceNow portal and service catalog to provide for an efficient and user-friendly customer service experience.

INSURANCE, RESERVES & MISCELLANEOUS 037 - OCIT Shared Services
■ Completed the Probation migration to Microsoft Office 365 and Exchange Online since their existing on-premise email
environment could not be maintained as configured and the cost to update their on-premise solution would have been
considerably more expensive than moving to the cloud.
■ In FY 2017-18, added 22 positions: 21 positions trans-

ferred from Probation and 1 from Child Support Ser-
Ten Year Staffing Trend: vices (CSS) to integrate Probation and CSS to OCIT
Shared Services and added 2 positions transferred from
160 147 OCIT Countywide Services offset by deleting 2 position
140
140
transferred to OCIT Countywide Services to align staff
120 102 101 within units for workload balancing.
100 80 80
80 ■ During the FY 2017-18 budget process, added 2 posi-
60 tions transferred from OCIT Countywide Services offset
40 30
by deleting 1 position transferred to OCIT Countywide
20 0 0 0 Services to align staff within units for workload balanc-
0
ing.
In FY 2016-17, deleted 2 positions transferred to OCIT
Countywide Services offset by adding 1 position trans-
Ten Year Staffing Trend Highlights: ferred from OCIT Countywide Services to align staff
■ During the FY 2021-22 budget process, 1 position was within units for workload balancing.
transferred to OCIT Countywide Services to align staff
within units for workload balancing. ■ In FY 2015-16, added 58 positions: 21 positions trans-
ferred from OC Community Resources, 4 from County
In FY 2020-21, to reduce the budget shortfall due to the Executive Office, 3 from Human Resources, 19 from
pandemic-related revenue losses, 6 positions associated OCIT Countywide Services, 4 from OC Reprographics,
with the Voluntary Incentive Program (VIP) were and 7 from OC Waste & Recycling offset by deleting 8
deleted. positions: 1 position transferred to OC Reprographics
■ During the FY 2020-21 budget process, 4 positions were and 7 to OC Countywide Services for OCIT Shared Ser-
transferred to OCIT Countywide Services, 1 position vices integration.
was transferred from OCIT Countywide Services to ■ In FY 2014-15, added 30 positions transferred from OC
align staff within units for workload balancing. Deleted Public Works for integration to the newly established
9 vacant positions per CEO recommendation. Budget Control 037 OCIT Shared Services.
In FY 2019-20, added 58 positions transferred from
Social Services Agency.
tions transferred to OCIT Countywide Services offset by
adding 2 positions: 1 position transferred from OCIT
Countywide Services and 1 from Clerk of the Board to
align staff within units for workload balancing.

037 - OCIT Shared Services INSURANCE, RESERVES & MISCELLANEOUS

Budget Summary
Base Budget:
Plan for Support of the County's FY 2021-22 total expense budget is $3.8 million, which
Strategic Priorities: reflects a $735 thousand (24.2%) increase over the FY 2020-
21 Modified Budget due to a shift in reimbursement from
Continue to leverage resources and standardize processes, General Fund Budget Controls to revenue from Non-General
infrastructure and tools among the various departments to Fund Budget Controls. Salaries and Employee Benefits
improve operational efficiencies and achieve cost avoidance includes a decrease of $110 thousand under the FY 2020-21
and/or cost savings. These opportunities continue to emerge Modified Budget due to the deletion of 1 position transferred
as existing equipment reaches end-of-life, which enables IT to OCIT Countywide Services. Services and Supplies
Shared Services to facilitate enterprise solutions to reduce includes an increase of $175 thousand over the FY 2020-21
the number of disparate technologies and gain efficiencies Modified Budget due to increased IT services provided by
through shared technology environments and system sup- OCIT Countywide Services. Reimbursement from County
port. General Fund departments for IT services decreased in the
amount of $670 thousand due to a shift in reimbursement
from General Fund Budget Controls to revenue from Non-
General Fund Budget Controls. The overall expense increase
is offset by an increase in revenue from Charges for Services
in the amount of $735 thousand.

Total Positions 150 141 141 140 (1) (0.7)
Total Revenues 3,193,261 3,036,410 4,068,236 3,771,603 735,193 24.2
Net County Cost (1,362) 0 0 0 0 0.0
Detailed budget by expense category and by activity is presented for agency: OCIT Shared Services in the Appendix on page A51

■ Through the implementation of a Shared Services model for the provisioning of IT support and services to Child Support
Services, County Executive Office, OC Community Resources, OC Public Works, OC Waste & Recycling, Probation and
Social Services Agency, the County has taken key steps toward improving its ability to uplift technology and keep pace
with industry advancements in areas such as cloud computing, mobile design, and data analytics. OCIT continues to
uplift technology and advance the departments in its Shared Services model by keeping current with the industry.

INSURANCE, RESERVES & MISCELLANEOUS 039 - IBM Mainframe
039 - IBM MAINFRAME
039 - IBM Mainframe

The IBM Mainframe fund was created to help offset the cost Total Recommended FY 2021-2022: 2,395,550
of the mainframe. Initially, the total cost of the mainframe Percent of County General Fund: 0.06%
was recovered by charging departments for their utilization. Total Employees: 0.00
As departments moved off the mainframe, the total cost was
covered by fewer departments. Therefore, beginning FY
2008-09, it was determined that all costs associated with the
mainframe be removed from the departments' budgets and
placed in Budget Control 039 as part of the General Fund.
Strategic Goals:
■ When the last remaining large-scale County application on the mainframe (the County's Property Tax System) is
migrated to an open systems platform, the County will be able to retire the mainframe.
■ Software upgrades to bring the system to supportable levels have been completed. Any new updates will be for security or
bug fixes.
■ The migration to the Department of Motor Vehicles (DMV) and Medi-Cal Eligibility Data System (MEDS) connections to
direct connectivity to the State has been completed.
Budget Summary
(1) (1)
Net County Cost 2,395,550 2,395,550 2,395,550 2,395,550 0 0.0
Detailed budget by expense category and by activity is presented for agency: IBM Mainframe in the Appendix on page A53

■ The County has replaced the aging Mainframe System to enable the Property Tax System's (PTS) continued operation.
The PTS is undergoing a re-write which is anticipated to be completed mid-2022, after which time the County will be able
to retire the mainframe.

056 - Employee Benefits INSURANCE, RESERVES & MISCELLANEOUS
056 - EMPLOYEE BENEFITS
056 - Employee Benefits


Employee Benefits administers a wide variety of self-funded Percent of County General Fund: 0.06%
benefits and group insurance plans for County employees, Total Employees: 19.00
retirees and their dependents.
Strategic Goals:
■ The Employee Benefits Division supports the County Executive Office/Human Resource Services Business and Strategic
Plan in the administration of cost effective and efficient benefits program that educates and empowers employees/retirees
in selecting their benefit choices and ensuring compliance with Federal and State employee benefits regulations.

■ Assisted in the implementation of the Voluntary Retirement Incentive Program (VIP) by coordinating the enrollment of
458 VIP participants into Health Reimbursement Accounts (HRA) with the HRA contracted vendor ICMA. VIP has
resulted in a cost savings to the County of approximately $50 million.
■ Implemented a new Benefits Center Administrator. The Benefits Service Center handled over 5,500 calls during Open
Enrollment and helped 1,000 participants make elections. A total of 8,000 participants made active elections for 2021
plan year with 90% making their elections online.
■ Completed a Request for Proposal and negotiated a new contract for the Pharmacy Benefits Administration vendor which
is estimated to result in a three years cost savings of $5.9 million and an increase of $6.5 million in rebates resulting in a
total projected cost reduction of $12.4 million.
■ The CARES Act provided participants with expanded access to their retirement plan accounts to assist with financial
hardships due to COVID-19 pandemic. The County adopted the following provisions for the 457 Defined Contribution
Plan, 401(a) Plan and 1.62% 457 Defined Contribution Plan: in-service withdrawals increased up to $100 thousand, loan
amount increased up to $100 thousand, loan payment suspension until December 31,2020 and increased number of out-
standing loans to three.
■ The COVID-19 pandemic outbreak affected county employees participating in Flexible Spending Account (FSA) plans. As
a result of the CARES Act, the IRS authorized a one-time opportunity for 372 FSA participants to change their annual
goals without a qualifying life event.
■ In 2020, 129 lunchtime seminars were hosted by Employee Benefits; this is a 74% increase over 2019. This is attributed to
the need to move all seminars to a virtual platform due to the pandemic. 2,706 employees attended the lunchtime semi-
nars in 2020.

INSURANCE, RESERVES & MISCELLANEOUS 056 - Employee Benefits
■ During the FY 2018-19 budget process, 1 limited term

Ten Year Staffing Trend: and 1 regular positions were converted from Extra Help
positions to support Employee Benefits projects and
25 ongoing operational needs.
21 21
19
20 18 In FY 2017-18, 1 regular and 2 limited term positions
15 were added to support analysis of the County's Benefits
14 14
15 13 13
12
Delivery Model and to support the strategic improve-
10 ment of benefits administration.
5 ■ During the FY 2016-17 budget process 3 positions and
0 the associated accounting functions were transferred to
the Auditor-Controller.
In FY 2015-16, 1 position was added to support the
Ten Year Staffing Trend Highlights: Insurance Working group and provide additional pro-
gram management support.
■ In FY 2020-21, 2 limited term positions were elimi-
nated. ■ During the FY 2015-16 budget process, 1 position was
added to support the implementation of the Affordable
Care Act - Employer Shared Responsibility mandate.
added to support the HRS Wellness Center reception
desk, 1 position was added to support an increasing ■ In FY 2013-14, 2 positions were added to support pro-
contract management workload and 1 limited term grammatic and finance duties.
position was added to support new benefits programs
■ In FY 2012-13, 2 positions were transferred to Human
and projects.
Resource Services to Centralize Human Resource Ser-
vices.
Budget Summary
The budget includes the annual impact for the new Benefits Center Administration for FY 2021-22.

Total Revenues 1,579,826 1,627,667 1,657,792 1,822,692 195,025 12.0
Net County Cost 266,855 464,883 131,849 464,883 0 0.0
Detailed budget by expense category and by activity is presented for agency: Employee Benefits in the Appendix on page A68

270 - Compressed Natural Gas Enterprise Fund INSURANCE, RESERVES & MISCELLANEOUS
270 - COMPRESSED NATURAL GAS ENTERPRISE FUND
270 - Compressed Natural Gas Enterprise Fund


OC Fleet Services mission is to deliver high quality fleet Percent of County General Fund: N/A
management services to the employees and elected officials Total Employees: 0.00
serving the County of Orange. OC Fleet Services strives
toward the highest levels of safety and reliability in a cost-
effective and efficient manner that supports clean air rules
and regulations and the County's objectives for reducing
emissions.
Strategic Goals:
■ The County has an approved Green Fleet Plan. In June 2005 the County of Orange Board of Supervisors adopted the Green
Fleet Concept Plan, recognizing the need to transition to a model green fleet operation utilizing alternative fuel vehicle
(AFV) technology to comply with South Coast Air Quality Management District (SCAQMD) Fleet Rules 1191 and 1196.
This Plan called for the construction of a County operated Compressed Natural Gas (CNG) fueling station as an integral
part of the County's infrastructure to promote a successful implementation of the Green Fleet Plan.
■ Identification of options regarding low-emission, CNG vehicles that have the least environmental and economic cost while
meeting related mandates.
■ Identification and implementation of best practices related to fuel conservation and low-emission, CNG vehicles, with the
goal of exceeding mandates where practical.
■ Utilization of grant funding to achieve goals.

■ Continue OC Fleet Services' partnership with Clean Energy LLC, in their effort to provide turnkey operational support for
the County's CNG station.
OC Fleet Services - Compressed Natural Gas Enterprise Fund - Contract with Clean Energy LLC to operate the County's pub-
lic access CNG fueling station that will service the needs of the County of Orange departments and the public on a 24/7 basis.
Administers a standard preventative maintenance program in accordance with manufacturer's requirements to achieve station
uptime of 98 percent.

INSURANCE, RESERVES & MISCELLANEOUS 270 - Compressed Natural Gas Enterprise Fund
Budget Summary

The CNG station supports the County's mission to make Orange County, "a safe, healthy, and fulfilling place to live, work, and
play", by reducing air pollutants to promote and maintain a healthful environment. The County of Orange will continue to
acquire low-emission vehicles and support CNG infrastructure that will promote the County's Green Fleet Plan. On April 1,
2019, Clean Energy LLC commenced operations of the CNG station. The County will receive a royalty fee based on gas-gallon
equivalents (GGE) sold. The County will receive the Federal Tax Credit for CNG dispensed at the rate of $0.50/GGE.

(1) (1)
Net Position - Beginning Balance (35,940) 133,352 133,352 264,249 130,897 98.2
Total Revenues 147,672 24,800 131,080 101,890 77,090 310.8
Total Requirements 10,088 158,152 183 366,139 207,987 131.5
Prior Year Encumbrance 10,230 0 0 0 0 0.0
Cancellations
Inc/(Dec) to Reserves (21,478) 0 0 0 0 0.0
in Reserves.

■ The construction and implementation of a County of Orange CNG fueling station available to the County and the public
and the expansion of the low-emission and alternative-fuel fleet demonstrate the County's continued commitment to the
use of alternative fuels and to improve the air quality for the residents of and visitors to Orange County.
■ The County has been committed to the adoption and implementation of alternative fuels and clean fuel technologies.
■ The County is confident that future alternative-fuel infrastructure projects will proceed smoothly as accumulated knowl-
edge and experience are applied to the implementation of the County's ongoing alternative fuels program.

289 - OCIT Countywide Services INSURANCE, RESERVES & MISCELLANEOUS
289 - OCIT COUNTYWIDE SERVICES
289 - OCIT Countywide Services


The mission of Orange County Information Technology Percent of County General Fund: N/A
(OCIT) is to provide innovative, reliable, and secure technol- Total Employees: 75.00
ogy solutions that support County departments in the deliv-
ery of quality public services.
Budget Control 289 - OCIT Countywide Services includes

Information Security, Data Center Services, Network and
Voice Services, Administrative Services, eGov Software
Applications, Strategy, Innovation and Architecture, and Cli-
ent Services (which includes Business Relationship Manage-
ment, Program/Project Management and Business
Analysis).
Strategic Goals:
■ Provide excellent customer service to OCIT's customers.
■ Decrease the County's IT security risks by implementing a comprehensive IT security program.
■ Develop uniform, standardized, and efficient processes and policies.
■ Establish a program to explore public/private partnerships.
■ Unify enterprise service delivery model for Managed and Shared Services.
■ Provide opportunities for workforce to advance competencies and growth.
■ Implement enterprise-level technology that allows County customers to utilize online services on any device from any-
where.
■ Develop technology architecture and road maps that guide IT decision-making and ensure that the County is moving for-
ward in technology.

INSURANCE, RESERVES & MISCELLANEOUS 289 - OCIT Countywide Services

IMPROVED IT SERVICE DELIVERY - NETWORK Transformation of all County Conduct network Transformation of all legacy voice completed and
& VOIP TRANSFORMATION legacy voice services equipment refresh at the focus will now shift to refresh of network
What: Countywide Transformation of the completed in February 2021. various County facilities equipment as planned.
network and VoIP implementation. based on a strategic plan.
Why: Replaces the County's aging network and
voice infrastructure.
DEPLOY MICROSOFT OFFICE 365, INCLUDING OCIT continued the Complete the migration of By July 31, 2021, majority of County agencies will
EXCHANGE ONLINE, COUNTYWIDE implementation of Office mailboxes to Exchange be migrated to Office 365. Three departments
What: Ensure anytime/anywhere email and file 365/Exchange Online for Online at Social Services have declined to migrate; their aggregate user
availability by leveraging Office 365 services, Shared Services Agency (SSA). Continue populations represent approx. 450 employees.
including Exchange Online (email), Skype for departments and provided the Teams training and OCIT continues to assist departments in adopting
Business (meetings), and OneDrive for Business oversight to Managed adoption campaign in Teams and integrating the technology into daily
(file storage). Services agencies. Over anticipation of the operations.
Why: Enable collaboration with the existing 10,000 County users are deprecation of Skype for
investment in Microsoft Office 365 user now fully deployed. Teams is Business effective July
licensing. deployed in the majority of 31, 2021. Move program
departments and a training to full operational status
and adoption campaign was by September 30, 2021.
initiated.
ORGANIZATIONAL EXCELLENCE Continued to conduct OCIT will continue to In 2020, OCIT and our customers were challenged
What: Establish measures, structures, Employee Engagement enhance employee with moving a substantial workforce to a remote
processes, and rewards to motivate employees Surveys. OCIT leadership engagement, productivity, work model as a result of the COVID-19
to excel in service delivery. conducted a virtual retreat to and solutions to find the pandemic. OCIT will continue to support our staff
Why: Fosters staff development and recognition discuss the challenges and best balance of remote and customers to ensure that remote work
with the goal of enhanced customer service benefits of working remotely. work practices for our capabilities remain available, expandable, and
delivery. OCIT has implemented some staff and our customers. secure.
of the ideas to further
promote communication and
collaboration by utilizing
features from the Microsoft
Teams platform.

■ Provided support to departments for the remote work initiative throughout the COVID-19 pandemic.
■ Assisted with the technical effort to get Operation Independence off the ground, with website support and staff resources.
■ Worked with County departments on COVID-19 to quickly finalize public-facing technology projects (e.g., website for the
grant program for outdoor dining).
■ Completed facilities improvement projects in response to COVID-19 physical distancing requirements such as: modifica-
tions to the Data Center conference room technical set-up to serve as a local Emergency Operation Center; new outdoor
workspaces at the Data Center; cubicle extensions for various workspaces; and remodeling space at OCIT's headquarters
to serve as a more conducive breakroom.
■ The Cybersecurity function continues to remain vigilant to assess the landscape as it evolves with the aim of protecting
information assets as effectively as possible. Some of the key initiatives accomplished include: Conducted the annual
Cybersecurity Awareness Training for all County employees and contractors, with a completion rate of over 95% county-
wide. Implementation of four individual projects to strengthen the cybersecurity posture of the County's technology envi-
ronment. As the threat landscape changes and the risk profile for the County increases, these projects will provide needed
security capabilities to further protect the County's data and information.
■ Implemented an enterprise single sign on strategy with the Microsoft Identity Management (MIM) project, which will
significantly improve the way County data can be shared across agency silos.

289 - OCIT Countywide Services INSURANCE, RESERVES & MISCELLANEOUS
■ Migrated a majority of the County's circuits to a different commercial communications carrier in an effort to save signifi-
cant cost.
■ Continued the County of Orange eGov Website Migration Project, with the following departments completed: OC Public
Libraries, OC Waste & Recycling, OC Community Resources (Community Investment, Office on Aging, Veterans Ser-
vices), Clerk-Recorder, Clerk of the Board, Campaign Finance & Ethics, Internal Audit, OC Public Works, and Child Sup-
port Services.
■ Migrated the enterprise Storage Area Network and backup solution to a new leading technology solution that utilizes an
on-premise and cloud-based storage and archive solution, which will provide greater resiliency, reliability, business conti-
nuity and disaster recovery capabilities.
■ Implemented new technologies for Data Center and Wide Area Network (WAN) solutions leveraging Software Defined
Networking and Software defined WAN technologies, which will deliver a highly available network for County services, to
help reduce transport cost in the future.
■ Rolled out a Bring Your Own Device (BYOD) initiative to promote managers to utilize their personal mobile device to
receive County email, calendar, and contact information for the convenience of having only one device and to realize cost
savings to the County.
■ In FY 2018-19, added 5 positions: 2 positions trans-
Ten Year Staffing Trend: ferred from OCIT Shared Services and 3 from Probation
offset by deleting 2 positions transferred to OCIT
76 75 75 Shared Services to align staff within units for workload
80
70
60 61
64 balancing.
57 57 57 57
60
50
40
tion transferred from OCIT Shared Services offset by
30
deleting 2 positions transferred to OCIT Shared Ser-
20 vices to align staff within units for workload balancing.
10
In FY 2016-17, added 2 positions transferred from
0
OCIT Shared Services offset by deleting 1 position
transferred to OCIT Shared Services to align staff within
units for workload balancing and added 1 new position
Ten Year Staffing Trend Highlights: to support OCIT operations.
■ In FY 2015-16, added 22 positions: 1 position trans-
tion transferred from OCIT Shared Services to align
ferred from OC Road, 3 from OC Community
staff within units for workload balancing.
Resources, 2 from County Executive Office, 1 from
In FY 2020-21, to reduce the budget shortfall due to the Human Resources, 5 from Publishing, 1 from Health
pandemic-related revenue losses, 1 position associated Care Agency, 7 from OCIT Shared Services and 2 new
with the Voluntary Incentive Program (VIP) was positions for oversight from OCIT Countywide Services
deleted. and deleted 19 positions transferred to OCIT Shared
■ During the FY 2020-21 budget process, added 4 posi- Services with the establishment of OCIT Shared Ser-
tions transferred from OCIT Shared Services and vices.
deleted 1 position transferred to OCIT Shared Services ■ During the FY 2012-13 budget process, added 1 posi-
to align staff within units for workload balancing. tion transferred from County Executive Office for
Deleted 4 vacant positions per CEO recommendation. realignment to meet the business needs of the organiza-
■ In FY 2019-20, added 10 positions from OC Public tion.
Works for Badge Access Control Systems and added 3
positions transferred from OCIT Shared Services offset
by deleting 1 position transferred to OCIT Shared Ser-
vices to align staff within units for workload balancing.

INSURANCE, RESERVES & MISCELLANEOUS 289 - OCIT Countywide Services

Budget Summary
Base Budget:
Plan for Support of the County's The FY 2021-22 expense budget is $88.6 million, which is a
Strategic Priorities: $11.1 million decrease when compared to the FY 2020-21
Modified Budget due to the following: a $5.7 million
Leverage and collaborate with vendors and partners to shift decrease in Fixed Assets and Building & Structures due to
service areas of responsibility to where the County can gain the leveraging of financed equipment purchases and com-
the greatest economies of scale. Partner with departments to pletion of several large projects, a $2.1 million decrease in
understand their business needs and assist them in strate- Services and Supplies for Circuits, Software & Maintenance
gizing business solutions. Foster and develop innovative Support and Professional Services, a $4 million decrease due
ideas and solutions while seeking opportunities to reduce to Special Items and Depreciation, and a $664 thousand
costs. increase in Salaries and Employee Benefits.

(1) (1)
Net Position - Beginning Balance (5,390,302) 9,351,413 9,351,413 20,687,427 11,336,014 121.2
Total Revenues 88,065,033 90,831,138 96,114,907 82,252,925 (8,578,213) (9.4)
Prior Year Encumbrance 408,010 0 294,439 0 0 0.0
Cancellations
Inc/(Dec) to Reserves (2,847,642) 448,227 (8,755,956) 9,168,167 8,719,940 1,945.4
in Reserves.

■ Continue to support County departments in identifying tools and developing processes for their remote work initiative, to
ensure increased security measures and improved accessibility to the network.
■ Continue to promote countywide, collaborative efforts to reduce duplicative technology equipment, applications, and
projects in order to gain operational efficiencies and consistent delivery of IT services.
■ Continue to focus on cybersecurity to strengthen the information security posture of the County, including our Vulnera-
bility Management and Business Continuity programs.

290 - Insured Health Plans ISF INSURANCE, RESERVES & MISCELLANEOUS
290 - INSURED HEALTH PLANS ISF
290 - Insured Health Plans ISF

The Insured Health Plans Internal Service Fund (ISF) pro- Total Recommended FY 2021-2022: 196,187,351
vides health benefits to employees, retirees and their depen- Percent of County General Fund: N/A
dents enrolled in fully insured health plans. Total Employees: 0.00
Strategic Goals:
■ Fund 290 is one of the funds under Employee Benefits. The Employee Benefits Division supports the County Executive
Office/Human Resource Services Business and Strategic Plan in the administration of cost effective and efficient benefit
programs that educate and empower employees/retirees in selecting their benefit choices and ensuring compliance with
Federal and State employee benefits regulations.
Budget Summary
In calendar year 2022, the premium rates are projected to increase by 7.0% for employees and 8.0% to 10% for retirees
depending on the plan.

Total Revenues 179,781,562 184,755,300 178,385,241 190,954,500 6,199,200 3.4
in Reserves.

■ Medical inflation (trend) continues to rise causing an increase in medical, hospital, and prescription drug costs for the
County and other employers nationwide. Increases in the cost of current and new prescription drug treatments continue
to have a large impact on the overall cost of healthcare. The actual 2021 health plan premium increased 4.0% for Cigna
and 8.69% for Kaiser.
■ In calendar year 2022, the premium rates are projected to increase by 7.0% for employees and 8.0% to 10% for retirees

INSURANCE, RESERVES & MISCELLANEOUS 291 - Unemployment ISF
291 - UNEMPLOYMENT ISF
291 - Unemployment ISF

The Unemployment Internal Service Fund (ISF) provides for Total Recommended FY 2021-2022: 4,076,361
self insurance of unemployment claims, administrative fees Percent of County General Fund: N/A
and related programs associated with the State mandated Total Employees: 0.00
unemployment insurance program.
Strategic Goals:
■ The Employee Benefits Division supports the County Executive Office/Human Resource Services Business and Strategic
Plan in the administration of a cost effective and efficient benefits program that educates and empowers employees/retir-
ees in selecting their benefit choices and ensuring compliance with Federal and State employee benefits regulations.
Budget Summary
Unemployment claims experience have increased significantly due to the COVID-19 pandemic. Unemployment claims are
unpredictable at this time. Budget is set based upon latest estimates from actuary. The rate holiday is ending and a deduction
of 0.10% of payroll is being established in FY 2021-22.

Total Revenues 137,789 67,800 54,671 1,447,500 1,379,700 2,035.0
in Reserves.

■ Due to the COVID-19 pandemic and Federal legislation, the number of claims and amount of benefit paid significantly
increased in FY 2020-21. Nevertheless, the County remained on a rate holiday for FY 2020-21. Unemployment claims are
unpredictable at this time. Budget is set based upon latest estimates from the actuary. The rate holiday is ending and a
deduction of 0.10% of payroll is being established in FY 2021-22. The requested budget includes a Confidence Margin to
cover unpredictable additional claims due to economic uncertainty and the COVID-19 pandemic.

292 - Self-Insured PPO Health Plans ISF INSURANCE, RESERVES & MISCELLANEOUS
292 - SELF-INSURED PPO HEALTH PLANS ISF

292 - Self-Insured PPO Health Plans ISF

Description:
The County Self-Insured PPO Health Plans Internal Service
Fund (ISF) provides for self-insured health benefits and
administrative fees associated with medical and prescrip-
tion claims from employees, retirees, and their dependents Total Employees: 0.00
enrolled in the Wellwise Choice, Sharewell Choice, Wellwise

Retiree, and Sharewell Retiree health plans.
Strategic Goals:
■ Fund 292 is one of the funds under Employee Benefits. The Employee Benefits Division supports the County Executive
Office/Human Resource Services Business and Strategic Plan in the administration of cost effective and efficient benefit
programs that educate and empower employees/retirees in selecting their benefit choices and ensuring compliance with
Federal and State employee benefits regulations.
■ Completed a Request for Proposal and negotiated a new contract for the Pharmacy Benefits Administration vendor which
is estimated to result in a three years cost savings of $5,906,000 and an increase of $6,498,000 in rebates resulting in a
total projected cost reduction of $12,404,000
Budget Summary
In calendar year 2022, the premium rates are projected to increase by 10.6% for employees and 8.0% to 9.1 for retirees depend-
ing on the plan.

Total Revenues 69,270,115 77,580,049 71,260,357 77,082,433 (497,616) (0.6)
Prior Year Encumbrance Cancellations 0 0 (502) 0 0 0.0
in Reserves.

■ Medical inflation (trend) continues to rise causing an increase in medical, hospital, and prescription drug costs for the
County and other employers nationwide.
■ In calendar year 2022, the premium rates are projected to increase by 10.6% for employees and 8.0% to 9.1 for retirees

INSURANCE, RESERVES & MISCELLANEOUS 293 - Workers' Compensation ISF
293 - WORKERS' COMPENSATION ISF

293 - Workers' Compensation ISF

The Workers' Compensation Internal Service Fund (ISF) is a Total Recommended FY 2021-2022: 64,587,970
division of CEO Risk Management whose mission is to pre- Percent of County General Fund: N/A
serve and protect the human and capital assets of the County Total Employees: 21.00
of Orange.
Strategic Goals:
■ It is the goal of the self-insured Workers' Compensation Program to provide prompt State-mandated benefits and quality
medical care to injured County employees. This program also integrates workers' compensation benefits with specific
benefits within labor agreements. The Integrated Disability and Absence Management Program administers programs
and trainings related to employee absence management to mitigate costs and accelerate the process of returning employ-
ees to work.
■ The Safety and Loss Prevention Program and the Americans with Disabilities Act (ADAII) Compliance Program strive to
provide a safe environment for both County employees and members of the public who visit County facilities and receive
County services through its proactive safety, loss prevention, training and inspection programs; develop risk metrics,
analyze frequency and severity of accident trends at the department level, determine root cause accident factors and
implement risk mitigation strategies based on those findings. This strategy complements current departmental efforts to
reduce the total cost of workers' compensation claims.

WORKERS' COMPENSATION PROGRAM LOSS Loss Rate was $1.55/$100 Remain below the Loss Rate was $1.55/$100 of payroll and Claim
EXPERIENCE (LOSS RATE AND CLAIM of payroll; Claim Frequency benchmark average for Frequency was $0.85/$1 million of payroll, both
FREQUENCY) was $0.86/$1 million of other California counties. below the average of $2.00/$100 of payroll and
What: Average loss per $100 of payroll and payroll. $1.20/$1 million of payroll, respectively, from a
average number of claims per $1 million of total of 49 California counties included in the
payroll. benchmarking comparison study performed by an
Why: Provides a benchmarking comparison with actuarial firm.
other California counties.

■ Continued the Alternate Dispute Resolution (ADR) Program with the Association of Orange County Deputy Sheriffs
(AOCDS) to resolve agreed-upon disputes and avoid delay in treatment and costly litigation.
■ Continued focus on workers' compensation abuse and fraud resulting in the District Attorney's office accepting one addi-
tional case for investigation.
■ Continued to work aggressively to expedite resolution of workers' compensation claims for former employees where cost
effective to the County and beneficial to the employee.
■ Successfully migrated the Workers' Compensation claims system from York Services, Inc. to Sedgwick CMS.
■ Established baseline metrics/scorecard for the new Defense Attorney Panel.
■ Currently in the process of revising the Medical Management Cost Containment Plan to achieve additional workers' com-
pensation claims cost savings.

293 - Workers' Compensation ISF INSURANCE, RESERVES & MISCELLANEOUS
■ Rolled out an Enterprise Safety Management Database (OC Safety) to additional County departments with plans for a
complete roll-out to Countywide in FY 2021-22.
■ Enhanced certain features of the OC Safety database to improve efficiency and effectiveness of injury reporting.
■ Created 14 new eLearning modules to make Countywide safety training more effective and accessible on-demand to
improve compliance efforts.
■ Worked with a multi-department team to identify significant opportunities for contractor safety improvements.
■ Created templates and checklists to facilitate compliance with Cal-OSHA emergency regulations for COVID-19 exposure
prevention.
■ Created two new processes to improve reporting and tracking of American with Disabilities Act (ADA) Title II issues to
facilitate accountability and trend analyses.
■ Currently in the process of implementing and customizing the Cority Disability Case Management System with support
from Human Resource Services (HRS), OC Sheriff 's Department (OCSD), OC Information Technology (OCIT) and Audi-
tor-Controller.
■ Trained HRS/Employee Relations, Return to Work (RTW)/Integrated Disability Absence Management (IDAM) staff for
their roles in the Cority Disability Case Management System.
■ Worked closely with HRS on COVID-19 related information and training, including Thursday Talks, TEAMS training,
Form Development and monthly meetings with Senior Management.
■ Continued to collaborate with OC Retirement System (OCERS) to identify a consistent approach for disability retirement
applications to ensure early benefit delivery to eligible employees.
■ Continued to work closely with HRS to identify long-term leave of absence County employees.
■ Finalized the Transitional Work Assignment Policy in collaboration with County Counsel and HRS/Employee Relations
for "meet and confer" obligations.
■ Collaborated with HRS Recruitment staff in designing a Process Chart to assist in the placement of County employees
with permanent restrictions.
■ Worked closely with the Workers' Compensation Third Party Administrator (TPA) to identify long-term leave of absence
County employees with accepted workers' compensation injuries/settlements.
■ Reviewed and revise letters from the TPA to County staff for support of the reasonable accommodation process; hold bi-
monthly reviews of County employees in long-term transitional work assignments.
■ Continued training HRS and other RTW/IDAM staff focusing on adherence to State and Federal disability laws to ensure
consistency in practice throughout County departments.
■ Continued to secure Excess Workers' Compensation insurance to mitigate County exposure to catastrophic losses.
■ Updated the yearly actuarial study for the Workers' Compensation Program.
Ten Year Staffing Trend: ■ In FY 2020-21, to reduce the budget shortfall due to the
25 22 22 with the Voluntary Incentive Program (VIP) was
21 21 21 21
deleted.
20 17 17 17
15
10
tion was deleted per CEO recommendation.
10
In FY 2019-20, 1 position was added to the Integrated
5 Disability and Absence Management program to pro-
vide administrative support.
0

INSURANCE, RESERVES & MISCELLANEOUS 293 - Workers' Compensation ISF
■ In FY 2018-19, 1 position was transferred from Human Additionally, 1 position was transferred from Property
Resource Services to focus on Integrated Disability and and Casualty Risk ISF to better align the position's
Absence Management. focus of implement County-wide Safety initiatives.
■ During the FY 2016-17 budget process, 1 position was ■ FY 2012-13, 7 positions transferred into the Safety and
added to increase the level of service provided to Loss Prevention program from various County depart-
departments and continue to improve the efficiency and ments (2 from OC Community Resources, 1 from
effectiveness of the Workers Compensation program. Health Care Agency, 1 from Sheriff-Coroner, 1 from OC
Public Works, 1 from John Wayne Airport and 1 from
In FY 2015-16, 1 position was added for SSA and 1 posi-
OC Waste and Recycling) to centralize the County safety
tion was transferred from Probation to provide dedi-
program.
cated services to the respective departments.
Budget Summary
Support the overall mission of the County Executive Office and the Strategic Financial Plan.
Workers' Compensation charges to program participants will remain flat in FY 2021-22.

Net Position - Beginning Balance 212,396 304,942 304,942 1,361,709 1,056,767 346.5
Total Revenues 63,951,550 63,048,520 63,932,855 63,202,720 154,200 0.2
Inc/(Dec) to Reserves (15,125) (23,541) (23,541) (23,541) 0 0.0
Net Position - Ending Balance 304,942 0 1,361,709 0 0 0.0
in Reserves.

■ Workers' Compensation claim costs are increasing due to rising medical costs, however, the County's loss rate and claim
frequency are significantly below the benchmark average for other California counties.

294 - Property & Casualty Risk ISF INSURANCE, RESERVES & MISCELLANEOUS
294 - PROPERTY & CASUALTY RISK ISF
294 - Property & Casualty Risk ISF

The Property & Casualty Risk Internal Service Fund (ISF) is Total Recommended FY 2021-2022: 33,981,378
a division of CEO Risk Management whose mission is to pre- Percent of County General Fund: N/A
serve and protect the human and capital assets of the County
of Orange.
Strategic Goals:
■ It is the goal of the Property & Casualty Risk ISF to reduce costs associated with damage to County physical assets, bodily
injury and property damage claims filed by the public and the management of claims in litigation. This goal is achieved
by acquiring commercial insurance, effective liability claims management, prudent administration of the self-insured
Liability Program, and providing risk assessment and risk mitigation consultation services to all County departments.

LIABILITY PROGRAM LOSS EXPERIENCE Loss Rate was $0.34/$100 Remain below the Loss Rate was $0.34/$100 of payroll and Claim
(LOSS RATE AND CLAIM FREQUENCY) of payroll; Claim Frequency benchmark average for Frequency was $0.34/$1M of payroll, both below
What: Average loss per $100 of payroll and was $0.34/$1M of payroll. other California counties. the average of $0.46/$100 of payroll and $0.55/
average number of claims per $1M of payroll. $1M of payroll, respectively, from a total of 49
Why: Provides a benchmarking comparison with California counties included in the benchmarking
other California counties. comparison study performed by an actuarial firm.

■ Continued to enhance risk metrics, including liability claims and litigation trends for key County departments to aid in
their loss prevention efforts through the use of the Risk Management Information System (RMIS).
■ Continued to conduct early risk assessments of liability and property claims to identify cases that may be adverse and
would benefit from prompt resolution.
■ Continued to provide monthly claims and litigation reports to OC Sheriff 's department, Social Services Agency, OC Com-
munity Resources and Custodial Medical Services.
■ Continued training/development on litigation for public entity, immunities, civil rights, and control of attorneys assigned
to cases.
■ Continued to provide a monthly legal report of all Civil Tort litigation and all Employment litigation cases to the Board of
Supervisors.
■ Continued to manage the subrogation process to achieve further efficiencies.
■ Adjusted internal processes to new Statutory, Superior and District court dates and procedures during the COVID-19 pan-
demic.
■ Reviewed and updated the insurance manual which is available to County departments in SharePoint.
■ Continued to work with the OC Sheriff 's Department to roll out the County's first Owner Controlled Insurance Program
(OCIP) for the James Musick Jail Expansion Project.

INSURANCE, RESERVES & MISCELLANEOUS 294 - Property & Casualty Risk ISF
■ Continued to provide training to County staff on the County's insurance requirements.

■ Continued to work closely with the County's Procurement Office to implement a new internal software program to track
insurance compliance.
■ Continued to work with Health Care Agency and Social Services Agency to develop a new boilerplate for Licensed Special-
ized Counseling Professionals to assist with insurance compliance.
■ Continued to successfully place and evaluate commercial insurance coverage for diverse and complex County needs.
■ Updated the yearly actuarial study for the Property & Casualty Risk Program.
■ Continued to maintain 75% funding on a Confidence Level basis for the Property & Casualty Risk Program as recom-
mended by the Board in May 2012.
13 13 13 13 13
13
13
Support the overall mission of the County Executive Office
12
12
and the Strategic Financial Plan.
12 12 12 12 12 12
12
12 Changes Included in the Recommended
12
11
Base Budget:
Property & Casualty Risk charges to program participants

have been reduced by 2% in FY 2021-22.
■ In FY 2015-16, 1 position was transferred to the Work-
ers' Compensation ISF to increase the position's focus
on County safety initiatives.
Net Position - Beginning Balance 1,852,263 1,816,910 1,816,910 2,711,476 894,566 49.2
Total Revenues 32,569,720 31,867,380 32,192,704 31,269,902 (597,478) (1.9)
in Reserves.

■ Commercial insurance market conditions have hardened in many areas.

296 - OC Fleet Services INSURANCE, RESERVES & MISCELLANEOUS
296 - OC FLEET SERVICES
296 - OC Fleet Services


OC Fleet Services mission is to deliver high quality fleet Percent of County General Fund: N/A
management services to the employees and elected officials Total Employees: 74.00
serving the County of Orange. OC Fleet Services strive
toward the highest levels of safety and reliability in a cost-
effective and efficient manner that supports clean air rules
and regulations and the County's objectives for reducing
emissions.
Strategic Goals:
■ Ensure County owned vehicles operate safely and efficiently and are in compliance with South Coast Air Quality Manage-
ment District's (SCAQMD) emissions standards and the County's clean air objectives.
■ Standardize fleet management services Countywide through the establishment of service level agreements to increase
efficiency, safety, and reduce cost.
■ Measure our success against industry best practices and government fleet standards to promote continuous measurable
improvement.

2021 Business
2020 Business Plan Plan
FLEET EQUIPMENT UPTIME Achieved 96.5% Goal 95% Industry Best Practice is
What: Measures overall Fleet availability to meet customer service needs 95%
Why: Measures overall Fleet efficiency
AVERAGE AGE OF THE FLEET 6.0 Years 5.7 Years Fleet Modernization goal
What: Measure of overall average of the Fleet is 4.5 years average age
Why: An old Fleet costs more to operate than a new Fleet
FLEET TECHNICIAN PRODUCTIVE HOURS 78.3% Billable 77.3% Rate Model Achieving Rate Model
What: Measures Productive (billable) hours as a percent of total available hours Productivity Productivity Factor budgeted billable hours
Why: Measures Fleet technician productive hours

■ Worked in partnership with County departments to utilize a new Fleet Modernization software tool that provides an
objective measurement of each vehicles replacement priority. Points are assigned for vehicle age, maintenance cost, utili-
zation, and mileage. Those vehicles with the highest points are the best candidates for replacement. This enables OC Fleet
Services to more accurately budget vehicle requirements and ensure that all vehicles specifications are included in the
Capital Cost for purchasing.

INSURANCE, RESERVES & MISCELLANEOUS 296 - OC Fleet Services

■ In FY 2014-15, deleted 5 regular position offset by add-
82 81 81 81
ing 4 positions: 2 positions transferred from OC Public
80 80 80 80 80 Works and 2 new positions due to reorganization
80
phases I and II.
78 77
■ In FY 2013-14, added 2 positions transferred from OC
76
74 Public Works offset by deleting 2 positions transferred
74 to OC Public Works to align staff within units for work-
72 load balancing.
70

with the Voluntary Incentive Program were deleted.
Budget Summary
OC Fleet Services supports the County's strategic priorities by providing world-class fleet management services to depart-
ments, ensuring that County vehicles are ready and operative in a safe and efficient manner to support County departments in
their mission to deliver outstanding, cost effective, regional public services. To accomplish this goal, OC Fleet Services per-
forms the following:
1. Support industry Automotive Service Excellence (ASE) Certification and training at County garages and maintain certifica-
tions at each garage.
2. Perform routine safety inspections during preventative maintenance and perform repairs as necessary to ensure compliance
with vehicle Original Equipment Manufacturer (OEM) standards and warranties.
3. Maintain compliance with Cal/OSHA, Department of Transportation (DOT), and County Risk Management safety regula-
tions.
4. Enforce vehicle replacement schedules to eliminate older and more costly vehicles from the County's fleet.
OC Fleet Services, Fund 296, FY 2021-22 Recommended Budget of $46.9 million is $5.1 million (12.18%) higher than the FY
20-21 Modified Budget. The increase includes, but not limited to, services and supplies of $500 thousand, equipment of $2.5
million, special items of $1.4 million, and depreciation of $797 thousand.

PB Req.
Purchase of Three OC Animal Care OC Fleet Services requests $192K in Replacement of OCCR vehicles would improve the overall 20662
Replacement Vehicles appropriations on behalf of OC Community reliability of the vehicles and lower repair costs
Amount:$ 192,000 Resources (OCCR), Budget Control 024, for
purchase of three replacement vehicles for the
OC Animal Care program.

296 - OC Fleet Services INSURANCE, RESERVES & MISCELLANEOUS

(1) (1)
Total Revenues 37,744,795 36,683,780 34,246,572 37,193,115 509,335 1.4
Inc/(Dec) to Reserves 1,851,804 2,133,072 (3,250,611) (2,043,466) (4,176,538) (195.8)
in Reserves.

INSURANCE, RESERVES & MISCELLANEOUS 297 - Reprographics ISF
297 - REPROGRAPHICS ISF
297 - Reprographics ISF

OC Printing & Graphics, the working title for the official des- Total Recommended FY 2021-2022: 9,305,549
ignation of Reprographics Internal Service Fund (ISF), is a Percent of County General Fund: N/A
division of the Registrar of Voters (ROV). OC Printing &
Graphics mission is to provide quality and cost-effective
printing services.
Strategic Goals:
■ Provide quality printing services by meeting or exceeding customer requirements.
■ Enhance operational efficiency and productivity through the use of technology.

CUSTOMER SATISFACTION WITH OC PRINTING & GRAPHICS. 87.6% of customers The target for 2021 is Scores went up in quality, but overall
What: Percentage of customers that are satisfied with their jobs satisfied. 98%. satisfaction was lowered due to only a
and/or level of service. couple of low scores. Following up on the
Why: Indicates customer satisfaction on the services provided by low scores are due to improvements
OC Printing & Graphics. requested in the ordering form, which are
currently underway.
OC PRINTING & GRAPHICS EFFICIENCY. 86% of jobs were The target for 2021 is This is another considerable improvement
What: Percentage of OC Printing & Graphics jobs completed and completed and 90% to complete and from last year's on time percentage.
delivered on time. delivered on time. deliver jobs on time.
Why: Indicates efficiency of services provided to customers.

■ Printed translated Voter Information Guides and a portion of the English Voter Information Guides for the 2020 Presiden-
tial General Election.
■ Printed all Voter Information Guides for 2nd Supervisorial District Vacancy Election.
■ Printed all ballots for 2020 Presidential General Election and 2nd Supervisorial District Vacancy Election.
■ Printed signs, floor stickers, and posters for agencies throughout the County for COVID-19 mitigations.
■ Printed various materials for COVID-19 Vaccination Super POD (Point of Dispensing).
■ Printed millions of targeted marketing postcards to inform voters of voting information during COVID-19 for the 2020
Presidential General Election. The postcards had approximately thirty different versions targeted to the individual voters
and were mail ready.
Printing & Graphics - Prints all election documents including official ballots. In addition, provides quality, on time, and
cost-effective design, printing, and bindery services for County of Orange departments and other jurisdictions/organizations.

297 - Reprographics ISF INSURANCE, RESERVES & MISCELLANEOUS

Ten Year Staffing Trend: ■ In FY 2020-21, total authorized positions remain con-
stant at 18.
25 23 23 23
21
■ In FY 2017-18, 5 positions were added to support
20 18 18 18 18 increased workload.
15 13 13
added to support graphic design needs.
10 In FY 2015-16, 9 positions were transferred to OCIT
5
Shared Services for OCIT Integration.
0
transferred to County Executive Office to support pro-
curement functions for CEO Real Estate and Human
Resource Services.
Budget Summary
OC Printing & Graphics supports the County's strategic priorities by providing efficient and cost-effective printing services to
departments. We will continue to improve services to meet a wide variety of printing needs for the County.

Total Revenues 5,548,393 5,767,567 5,568,256 5,798,384 30,817 0.5
Inc/(Dec) to Reserves 302,838 (301,298) (301,298) (305,000) (3,702) 1.2
in Reserves.

■ Services available include business cards, variable data statement printing and mailing, NCR forms, complex packet pro-
duction, poster/banners and signs, reprographics and design.
■ Expanded service offerings to include four-color high-speed variable data printing, wide-format posters, banners, sign
printing, four-color variable data booklet production, and mailing services.
■ Printed in-house ballots for over 1.7 million Orange County voters. Ballots are printed on a high-speed, inkjet, web-press
printer.

INSURANCE, RESERVES & MISCELLANEOUS 298 - Self-Insured Benefits Internal Service Fund
298 - SELF-INSURED BENEFITS INTERNAL SERVICE FUND
298 - Self-Insured Benefits Internal Service Fund

The Self-Insured Benefits Internal Service Fund (ISF) pro- Total Recommended FY 2021-2022: 7,692,431
vides for salary continuance and dental benefits for various Percent of County General Fund: N/A
employee groups, Long Term Disability (LTD) Insurance Total Employees: 0.00
premiums, and the administration of the Health Care,
Dependent Care, and Judges Reimbursement Accounts.
Prior to FY 2017-18 it contained revenue and expenses to
support the OC Healthy Steps wellness program.
Strategic Goals:
■ Fund 298 is managed by Employee Benefits. The Employee Benefits Division supports the County Executive Office/
Human Resource Services Business and Strategic Plan in the administration of cost effective and efficient benefit pro-
grams that educate and empower employees/retirees in selecting their benefit choices and ensuring compliance with Fed-
eral and State employee benefits regulations.
Budget Summary
Dental claims experience for FY 2020-21 slightly declined due to the COVID-19 pandemic. Dental premiums charged to the
departments in FY 2020-21 was set lower than claims to reduce the fund balance to an appropriate level per the State Control-
ler working capital target fund balance.

Total Revenues 4,935,937 4,942,170 3,993,175 3,421,960 (1,520,210) (30.8)
in Reserves.

■ There is no increase to short-term and long-term disability premiums in 2021.
■ Dental claims experience for FY 2020-21 slightly declined due to the COVID-19 pandemic. Dental premiums charged to
the departments in FY 2020-21 was set lower than claims to reduce the fund balance to an appropriate level per the State
Controller working capital target fund balance.

29W - Wellness Program Internal Service Fund INSURANCE, RESERVES & MISCELLANEOUS
29W - WELLNESS PROGRAM INTERNAL SERVICE FUND
29W - Wellness Program Internal Service Fund

The Wellness Program Internal Service Fund (ISF) supports Total Recommended FY 2021-2022: 4,314,549
the OC Healthy Steps wellness program. Based on the need Percent of County General Fund: N/A
to address rising health care costs, Employee Benefits is Total Employees: 0.00
focusing on improving the health and wellbeing of County
employees. The program is designed to help employees The program includes three core components as well as
become aware of their risk factors and key numbers that Countywide activity challenges and incentives, an ongoing
impact their health and to provide information, opportuni- quarterly newsletter, and an on-site employee Wellness Cen-
ties and motivation to improve or maintain their health. ter.
Strategic Goals:
■ Fund 29W is managed by Employee Benefits. The Employee Benefits Division supports the County Executive Office/
eral and State employee benefit regulations.
Budget Summary
Benefits Administration fee is not being collected in FY 2021-22 to draw down fund balance to meet State Controller's target
for working capital.
The budget assumes that OC Healthy steps and Wellness contract will not include biometric screening due to the COVID-19
pandemic.

Total Revenues 2,585,580 1,998,653 371,287 531,000 (1,467,653) (73.4)
in Reserves.

■ The budget assumes that OC Healthy steps and Wellness contract will not include biometric screening due to the COVID-
19 pandemic. The budget also includes $229,000 for lease costs for the Wellness and Fitness Centers.

INSURANCE, RESERVES & MISCELLANEOUS 29Z - Life Insurance ISF
29Z - LIFE INSURANCE ISF
29Z - Life Insurance ISF

The Life Insurance Internal Service Fund (ISF) provides for Total Recommended FY 2021-2022: 942,007
life insurance and accidental death & dismemberment Percent of County General Fund: N/A
insurance (AD&D) coverage to eligible employees. Total Employees: 0.00
Strategic Goals:
■ Fund 29Z is managed by Employee Benefits. The Employee Benefits Division supports the County Executive Office/
eral and State employee benefit regulations.
Budget Summary
There are no changes to rates for Life and Accidental Death and Disbursement Insurance.

Net Position - Beginning Balance 105,095 81,396 81,396 86,207 4,811 5.9
Total Revenues 836,660 822,500 818,096 855,800 33,300 4.0
in Reserves.

■ Basic accidental death and dismemberment insurance in 2020 decreased 17% due to a Request for Proposal and renegoti-
ation of the rates.
■ Basic life insurance provided by the County in 2020 decreased 28% and employee purchased coverage decreased by 4%.
■ There were no changes for 2021 and 2022.

Index
Numerics
800 MHz CCCS - 15L ......................................................................................................................423
A
Air Quality Improvement - 140 ........................................................................................................283
Airport - Operating Enterprise - 280 .................................................................................................306
Airport Construction Fund - 281 ......................................................................................................311
Airport Debt Service Fund - 283 ......................................................................................................312
Alternate Defense - 073 ....................................................................................................................165
Assessor - 002 ...................................................................................................................................328
Assessor Property Characteristics Revenue - 12P ............................................................................332
Auditor-Controller - 003 ...................................................................................................................333
Authorized Positions by Program .......................................................................................................22
Authorized Positions by Program and Budget Control ................................................................18, 60
B
Bioterrorism Center for Disease Control Fund - 13Z .......................................................................235
BOARD OF SUPERVISORS ...............................................................................................................9
Board of Supervisors - 1st District - 006 ..........................................................................................345
Board of Supervisors - 2nd District - 007 .........................................................................................349
Board of Supervisors - 3rd District - 008 .........................................................................................352
Board of Supervisors - 4th District - 009 ..........................................................................................355
Board of Supervisors - 5th District - 010 ..........................................................................................358
Budget Comparison by Agency and Department ...............................................................................62
Building & Safety General Fund - 071 .............................................................................................270
Building and Safety - 113 .................................................................................................................274
C
CalHome Program Reuse Fund - 15H ..............................................................................................200
CAL-ID Operational Costs - 14D .....................................................................................................158
CAL-ID System Costs - 14E ............................................................................................................160
Capital Acquisition Financing - 019 .................................................................................................428
Capital Projects - 036 ........................................................................................................................406
CAPS Program - 014 ........................................................................................................................339
CEO Real Estate - 035 ......................................................................................................................372
Child Support Program Development - 12C .....................................................................................217
Clerk of the Board - 011 ...................................................................................................................361
Clerk-Recorder - 059 ........................................................................................................................389
Clerk-Recorder Operating Reserve Fund - 12E ................................................................................394
Clerk-Recorder Special Revenue Fund - 12D ..................................................................................392
Compressed Natural Gas Enterprise Fund - 270 ..............................................................................442

Index
County Automated Fingerprint Identification - 109 .........................................................................133

County Counsel - 025 .......................................................................................................................378
County Executive Office - 017 .........................................................................................................365
County Service Area #13 - La Mirada - 468 .....................................................................................302
County Service Area #22 - East Yorba Linda - 477 .........................................................................211
County Tidelands - Newport Bay - 106 ............................................................................................180
Countywide Capital Projects Non-General Fund - 15D ...................................................................408
Countywide IT Projects Non-General Fund - 15I .............................................................................419
Court Facilities Fund - 14U ..............................................................................................................169
Criminal Justice Facilities - Accumulative Capital Outlay - 104 .....................................................417
D
Data Systems Development Projects - 038 .......................................................................................416
Delta Special Revenue - 15N ............................................................................................................120
Department of Child Support Services - 027 ....................................................................................212
Detention Release - 048 ....................................................................................................................104
Dispute Resolution Program - 123 ....................................................................................................189
District Attorney - Public Administrator - 026 ...................................................................................83
District Attorney's Supp Law Enforcement Services - 14H .............................................................101
Domestic Violence Program - 124 ....................................................................................................191
E
El Toro Improvement Fund - 15T .....................................................................................................303
Emergency Management Division - 032 ..........................................................................................129
Emergency Medical Services - 13S ..................................................................................................231
Employee Benefits - 056 ...................................................................................................................440
Excess Public Safety Sales Tax - 14J ...............................................................................................168
F
Facilities Development And Maintenance Fund - 14T .....................................................................247
Foothill Circulation Phasing Plan - 148 ............................................................................................285
FY 2019-20 ANNUAL BUDGET AT A GLANCE ...........................................................................14
FY 2021-22 Position Summary ..........................................................................................................77
FY 2021-22 Summary Of Obligated Fund Balances ..........................................................................72
G
General Fund - 100 ...........................................................................................................................434
General Fund Sources and Uses of Funds ..........................................................................................58
Grand Jury - 041 ...............................................................................................................................102
H
HCA Interest Bearing Purpose Restricted Revenue - 13U ...............................................................233
HCA Purpose Restricted Revenues - 13T .........................................................................................232
HCA Realignment - 13W .................................................................................................................234
Health Care Agency - 042 .................................................................................................................218

Index
Health Care Agency - Public Guardian - 030 ...................................................................................227

Human Resource Services - 054 .......................................................................................................374
I
IBM Mainframe - 039 .......................................................................................................................439
In-Home Supportive Services Public Authority - 590 ......................................................................248
Inmate Welfare Fund - 144 ...............................................................................................................156
Insured Health Plans ISF - 290 .........................................................................................................448
Internal Audit - 079 ...........................................................................................................................401
J
Jail Commissary - 143 ......................................................................................................................154
Juvenile Justice Commission - 045 ...................................................................................................103
L
Life Insurance ISF - 29Z ...................................................................................................................463
Limestone Regional Park Mitigation Endowment - 15K .................................................................201
M
Medi-Cal Administrative Activities/Targeted Case Management - 138 ..........................................230
Mental Health Services Act - 13Y ....................................................................................................251
MHSA Housing Fund - 12A .............................................................................................................192
Miscellaneous - 004 ..........................................................................................................................435
Motor Vehicle Theft Task Force - 122 ...............................................................................................95
N
N. Tustin Landscape & Lighting Assessment District - 459 ............................................................210
Narcotic Forfeiture and Seizure - 116 .................................................................................................94
O
OC Animal Care - 024 ......................................................................................................................177
OC Animal Care Donations - 121 .....................................................................................................188
OC Animal Shelter Construction Fund - 16D ..................................................................................203
OC Campaign Finance and Ethics Commission - 052 .....................................................................387
OC Community Resources - 012 ......................................................................................................173
OC Dana Point Harbor - 108 ............................................................................................................181
OC Fleet Services - 296 ....................................................................................................................456
OC Flood - 400 .................................................................................................................................292
OC Flood - Capital - 404 ..................................................................................................................300
OC Flood - Capital Improvement Projects - 401 ..............................................................................297
OC Housing - 15G ............................................................................................................................198
OC Housing Authority - Operating Reserves - 117 ..........................................................................182
OC Parks Capital - 406 .....................................................................................................................208
OC Parks CSA26 - 405 .....................................................................................................................204
OC Public Libraries - 120 .................................................................................................................185

Index
OC Public Libraries - Capital - 119 ..................................................................................................183

OC Public Works - 080 .....................................................................................................................254
OC Road - 115 ..................................................................................................................................275
OC Road - Capital Improvement Projects - 174 ...............................................................................289
OC Tobacco Settlement Fund - 13N .................................................................................................249
OC Waste & Recycling Enterprise - 299 ..........................................................................................316
OC Watersheds - 034 ........................................................................................................................262
OCIT Countywide Services - 289 .....................................................................................................444
OCIT Shared Services - 037 .............................................................................................................436
OCWR - Brea/Olinda Landfill Escrow - 286 ...................................................................................314
OCWR - Environmental Reserve - 275 ............................................................................................323
OCWR - Landfill PostClosure Maintenance - 279 ...........................................................................324
OCWR - Prima Deshecha Landfill Escrow - 287 .............................................................................315
OCWR Capital Project Fund - 273 ...................................................................................................322
OCWR Corrective Action Escrow - 274 ..........................................................................................305
OCWR Importation Revenue Sharing - 295 .....................................................................................325
OCWR-FRB/Bee Canyon Landfill Escrow - 284 .............................................................................313
Office of Independent Review - 051 .................................................................................................105
Orange County Housing Authority (OCHA) - 15F ..........................................................................196
Orange County Jail Fund - 134 .........................................................................................................143
Organizational Chart ...........................................................................................................................10
P
Parking Facilities - 137 .....................................................................................................................281
Pension Obligation Bonds Debt Service - 15J ..................................................................................430
Prepaid Pension Obligation - 022 .....................................................................................................429
Probation - 057 ..................................................................................................................................108
Property & Casualty Risk ISF - 294 .................................................................................................454
Property Tax System Centralized O&M Support - 015 ....................................................................342
Proposition 64 - Consumer Protection - 12H ....................................................................................100
Proposition 69 - DNA Identification Fund - 12J ..............................................................................167
Public Administrator - 029 .................................................................................................................91
Public Defender - 058 .......................................................................................................................116
PUBLIC FINANCING PROGRAM (PGM II) - 9A0 ......................................................................252
PUBLIC FINANCING PROGRAM (PGM V) - 9B0 ......................................................................425
PUBLIC FINANCING PROGRAM (PGM VI) - 9C0 .....................................................................432
R
Real Estate Development Program - 135 ..........................................................................................377
Real Estate Prosecution Fund - 12G ...................................................................................................97
Regional Narcotics Suppression Program - Other - 126 ...................................................................135
Registrar of Voters - 031 ..................................................................................................................383
Remittance Processing Equipment Replacement - 107 ....................................................................400
Reprographics ISF - 297 ...................................................................................................................459

Index
S
Santa Ana Regional Center Lease Conveyance - 102 ......................................................................244
Self-Insured Benefits Internal Service Fund - 298 ...........................................................................461
Self-Insured PPO Health Plans ISF - 292 .........................................................................................450
Sheriff Court Operations - 047 .........................................................................................................131
Sheriff Narcotics Program - CALMMET - Treasury - 139 ..............................................................144
Sheriff Narcotics Program - Department of Justice - 132 .................................................................138
Sheriff Narcotics Program - Other - 133 ...........................................................................................141
Sheriff's Court Ops - Special Collections - 142 ................................................................................153
Sheriff's Substations Fee Program - 141 ...........................................................................................152
Sheriff's Supplemental Law Enforcement Services - 14G ................................................................162
Sheriff-Coroner - 060 ........................................................................................................................121
Sheriff-Coroner Construction and Facility Development - 14Q ......................................................163
Sheriff-Coroner Replacement & Maintenance Fund (SCRAM) - 13R ............................................150
Social Services Agency - 063 ...........................................................................................................236
South County Roadway Improvement Program (SCRIP) - 151 .......................................................287
SSA Donations & Fees - 12S ............................................................................................................245
SSA Wraparound - 12W ...................................................................................................................246
State Criminal Alien Assistance Program (SCAAP) - 13P ..............................................................149
Strategic Priority Affordable Housing - 15U ....................................................................................202
Summary of Net County Costs ...........................................................................................................80
Survey Monument Preservation - 128 ..............................................................................................280
T
Teeter Series A Debt Service Fund - 15Y ........................................................................................431
Total County Appropriations by Program ..........................................................................................16
Total County Appropriations by Use ..................................................................................................15
Total County Revenue Budget ............................................................................................................14
Traffic Violator Fund - 13B ..............................................................................................................147
Treasurer-Tax Collector - 074 ..........................................................................................................395
Trial Courts - 081 ..............................................................................................................................166
U
Unemployment ISF - 291 .................................................................................................................449
Utilities - 040 ....................................................................................................................................267
W
Ward Welfare - 14R ..........................................................................................................................115
Wellness Program Internal Service Fund - 29W ..............................................................................462
Workers' Compensation ISF - 293 ....................................................................................................451
Workforce Investment Act - 146 ......................................................................................................194

GLOSSARY
A-C - Auditor-Controller APPROPRIATION - An authorization granted by a legisla-
tive body to make expenditures and to incur obligations for a
AB - Assembly Bill specific purpose. An appropriation is usually limited as to
the time when it may be committed or expended. In the
ACA - Affordable Care Act County, spending limits are Board authorized, set for the fis-
cal year and may only be changed with Board approval.
ACCOUNT - A classification of expenditure (object) or reve-
nue (revenue source). Example: "Postage" is an account in ARPA - American Rescue Plan Act
"Services & Supplies."
ASR - Agenda Staff Report
ACCRUAL BASIS - A basis of accounting in which transac-
tions are recognized at the time they are incurred, as ASSESSED VALUATION - A valuation set upon real estate
opposed to when cash is received or spent. or other property by government as a basis for levying taxes.
ACCRUED SALARIES & BENEFITS - Employee salaries ASSESSMENT DISTRICT - A separate unit organized to
and benefits earned but not paid. provide selected services to a specific geographical area such
as Irvine Coast or Golden Lantern.
ACO - Accumulative Capital Outlay
ASSET - Resources owned or held by a government which
ACTIVITY - A division within a department’s organiza- have monetary value.
tional structure; usually a unit assigned to specific line of
work performed to accomplish a function for which a gov- ATTRITION - A method of achieving a reduction in person-
ernmental department is responsible. Example: "Medical nel by not refilling the positions vacated through resigna-
Health Services" is an activity performed within the Health tion, reassignment, transfer, retirement or means other than
Care Agency. The State Controller requires this designation. layoffs.
AD&D - Accidental Death and Dismemberment AUGMENTATIONS - "Modifications to budget requests

submitted separately by departments for consideration by
ADA - Americans with Disabilities Act the CEO or the Board of Supervisors. The four primary aug-
mentation types are:
ADOPTED BUDGET - The final budget amount adopted by
the Board of Supervisors in June. (1) Technical – modifications to a base budget request pri-
marily to reconcile to budget reports or other mid-year bud-
AFDC FC - Aid to Families with Dependent Children Foster get adjustments;
Care. This program pays for the care and supervision of chil-
dren in foster care. (2) Reduce – modifications to reduce a base budget request
to comply with established Net County Cost limits;
AFDC FG/U - Aid to Families with Dependent Children
Family Group/Unemployed Parents. This program provides (3) Restore – modifications requested to restore budget
financial assistance to families with dependent children reductions; and
when one of the parents is absent from the home, incapaci-
tated, or when the principal wage earning parent is unem- (4) Expand – requests for resources above and beyond cur-
ployed and program and income eligibility requirements are rent funding and staffing levels which may involve new man-
met. dates related to existing services, increasing workloads in
existing programs or proposals for new services."

Glossary
AVAILABLE FINANCING - All the means of financing a CAMS - Computerized Agenda Management System
budget (fund balance plus revenues) with the exception of
encumbered, general and other reserves. CAPITAL ASSET - An asset of a long-term character such as
land, buildings, or equipment costing $5,000 or more.
BASE BUDGET - Cost of continuing the existing levels of
service in the current budget year. CAPITAL BUDGET - The appropriation of bonds or operat-
ing revenue for improvement to facilities and other infra-
BOS - Board of Supervisors structure.
BUDGET - The plan of financial operation with estimates of CAPITAL PROJECTS - A program itemizing the County's
proposed expenditures and revenues for a given period of acquisitions, additions and improvements to fixed assets.
time, usually one year. Examples: building improvements and land purchases.
BUDGET CONTROL - A combination of several goal-related CAPS - County Accounting & Personnel System. Automated
units under a single administrative department or organiza- system which encompasses accounting, budgeting, cost
tion (formerly referred to as an Agency). accounting, payroll, position control, and extended purchas-
ing.
BUDGET DOCUMENT - Written instrument used by the
budget-making authority to present a comprehensive finan- CAPS+ - CAPS+ Finance and Purchasing System. The
cial program. accounting and financial portion of CAPS.
BUDGET LEVEL - The organization level at which budgets CAPS+ HR - CAPS+ Human Resources (HR) and Payroll
are created and monitored. System. The payroll and position control portion of CAPS.
BUDGET POLICY - A government's policy with respect to CARES Act - Coronavirus Aid, Relief, and Economic Secu-
revenues, spending and debt management as these relate to rity Act
government services, programs and capital investments.
Budget policy provides an agreed upon set of principles for CCCS - Countywide Coordinated Communications System
the planning and programming of government budgets and
their funding. CEO - County Executive Office
BUDGET YEAR - The County's budget year begins July 1 CEQA - California Environmental Quality Act
and ends June 30.
CFD - Community Facilities District
BUDGETARY CONTROL - The control or management of a
government in accordance with the approved budget for the CNG - Compressed Natural Gas
purpose of keeping expenditures within the limitations of
available appropriations and resources. COB - Clerk of the Board of Supervisors
CAFR - Comprehensive Annual Financial Report COC - County Operations Center
CALWIN - Automated information system used for eligibil- COMMODITIES - Expendable items that are consumable or
ity determination and case maintenance functions for spe- have a short life span. Examples include office supplies, gas-
cific county-administered social services programs in the oline and minor equipment.
State of California, including CALWORKS, Food Stamps,
Medi-Cal, CAPI (Cash Assistance Program for Immigrants), CONSUMER PRICE INDEX (CPI) - A statistical descrip-
General Assistance, and Foster Care. tion of price levels provided by the U.S. Department of
Labor. The index is used as a measure of the increase in the
CALWORKS - Welfare program that gives cash aid and ser- cost of living (i.e., economic inflation).
vices to eligible needy California families.

Glossary
CONTINGENCY - An amount not to exceed fifteen percent DEPRECIATION - The recording of expiration in the service
of the fund in which it is allocated, which is appropriated for life of fixed assets attributable to wear and tear, deteriora-
unforeseen expenditure requirements. tion, action of the physical elements, inadequacy, and obso-
lescence.
COP - Certificate of Participation
DESIGNATIONS - Restrictions placed on the unreserved
COPS - Citizens' Option for Public Safety fund balance to indicate tentative plans for financial
resource utilization in future periods.
COST OF LIVING ADJUSTMENT (COLA) - An increase in
salaries to offset the adverse effect of inflation on compensa- DISCRETIONARY FUNDS - These are the general purpose
tion. revenues plus General Fund Balance Unassigned. Combined,
they are the funding source for the Departmental Net County
COVID-19 - A respiratory disease caused by SARS-CoV-2, a Cost.
new coronavirus discovered in 2019.
DPO - Deputy Probation Officer
CSAC - California State Association of Counties
EAP - Employee Assistance Program
CSS - Child Support Services
EAS - Emergency Alert System
CURRENT MODIFIED BUDGET - The current fiscal year's
Board-approved final budget amount including mid-year EMD - Emergency Management Division
adjustments and budget transfers.
EMPLOYEE (OR FRINGE) BENEFITS - Contributions
DA - District Attorney made by a government to meet commitments or obligations
for employee fringe benefits. For example, government's
DBW - Division of Boating and Waterways share of costs for various pension, medical and life insurance
plans.
DEBT SERVICE FUND - A fund established to finance and
account for the payment of interest and principal on all gen- ENCUMBRANCE (ENC) - An obligation in the form of a
eral obligation bonds. purchase order, contract or other commitment which is
chargeable to an appropriation and for which a part of the
DEDICATED FUNDS - These are revenues to the County's appropriation is reserved. In some cases, encumbrances
many special district and single purpose funds. Examples reserves are carried over into succeeding fiscal years.
are OC Road, OC Flood, OC Parks, OC Waste and Recycling,
Airport, Building & Safety, Community Facilities Districts, ENTERPRISE FUND - A fund established to finance and
and Internal Service Funds. account for the operation and maintenance of facilities and
services which are predominantly self-supporting by user
DEDICATED TAX - A tax levied to support a specific gov- charges. Examples: Airport and OC Waste and Recycling.
ernment program or purpose.
ENTITLEMENTS - Payments to which local governmental
DEPARTMENT - An organizational device used by County units are entitled, pursuant to an allocation formula deter-
management to group programs of a like nature. mined by the agency providing the monies, usually the State
or Federal government.
DEPARTMENTAL REVENUES - These are revenues cred-
ited to specific departments. They are used to reimburse or EOC - Emergency Operations Center
offset that particular department's cost. Examples are State
and Federal funding programs and grants, Proposition 172 EPS - Extended Purchasing System; this is the materials
(1/2 cent Public Safety Sales Tax ), Health & Welfare Realign- management portion of the CAPS+ Finance and Purchasing
ment, fees and service charges. System.

Glossary
EXPENDITURE (EXP) - Designates the cost of goods deliv- FUND BALANCE AVAILABLE (FBA) - This is the amount
ered or services rendered whether paid or unpaid, for gov- left in a particular fund on June 30, the end of the fiscal year.
ernmental funds such as the General Fund and special It consists of:
revenue funds. • July 1 beginning FBA
EXPENSE - Designates the cost of goods delivered or ser- • Plus revenues and cancellations in reserves
vices rendered whether paid or unpaid, for proprietary • Minus all expenditures, encumbrances and increases
funds such as enterprise funds. to reserves
EXPENSE BUDGET - Equivalent to current County appro- FY - Fiscal Year

priations. Includes expense items ranging from regular sala-
ries (Object 0101) to cost of inventory issues (Object 5500). GAIN - Greater Avenues for Independence
FCPP - Foothill Circulating Phasing Plan GASB - Government Accounting Standards Board
FEMA - Federal Emergency Management Agency GENERAL FUND - The main operating fund of the County,
which is used to account for expenditures and revenues for
FINAL BUDGET - Adopted legal spending plan for the fiscal Countywide activities.
year.
GENERAL PURPOSE REVENUES - The County's General
FISCAL YEAR - County accounting period which runs from Fund Revenues are from a variety of sources, primarily:
July 1 through June 30 and is designated by the calendar year property tax, vehicle license fees, interest and sales tax. The
in which it ends. use of these revenues is unrestricted, which means that the
Board can allocate them to any program under the Board's
FIXED ASSET (F.A.) - An asset of a long-term character control.
such as land, buildings, or furniture & other equipment cost-
ing $5,000 or more. GENERAL RELIEF (G.R.) - Cash assistance program
funded totally by Orange County for eligible persons who do
FULL-TIME EQUIVALENT POSITION (FTE) - A part- not qualify for other financial assistance programs. The pro-
time position converted to the decimal equivalent of a full- gram is mandated by the State through the Welfare and
time position based on 2,080 hours per year. For example, a Institutions Code starting with Section 17000.
part-time employee working for 20 hours per week would be
the equivalent to 0.5 of a full-time position. GIS - Geographic Information System
FUNCTION - A group of related activities aimed at accom- GRWP - General Relief Work Program
plishing a major service for which a governmental unit is
responsible. This designation is specified by the State Con- HCA - Health Care Agency
troller. For example, the Sheriff 's Department and District
Attorney are departments under the function of "Public Pro- HCS - Housing & Community Services
tection."
HIPAA - Health Insurance Portability and Accountability
FUND - An independent fiscal and accounting entity in Act
CAPS+. It is designated by a three-digit code and precedes
the department code. HMO - Health Management Organization
FUND BALANCE - The amount of assets available for spe- HRC - Human Relations Commission
cific purposes or available for financing the program of
expenditures and other requirements of the budget year. HUD - Housing and Urban Development

Glossary
ICS - Inventory Control Sub-System - A sub-system within MPP - Management Performance Plan
the materials management portion of CAPS+.
NCC - Net County Cost
IHSS - In-Home Supportive Services
NDAPP - Neighborhood Development and Preservation
INDIRECT COST - A cost necessary for the functioning of Program
the organization as a whole, but which cannot be directly
assigned to one service. NET COUNTY COST / NCC - This is the difference, for all
budget units within the General Fund, between total appro-
INFRASTRUCTURE - The physical assets of a government priations and total departmental revenues.
(e.g., streets, water, sewer, public buildings, parks, etc.)
NIMS - National Incident Management System
INTERGOVERNMENTAL REVENUE - Funds received
from federal, state and other local government sources in the NLADA - National Legal Aid & Defender Association
form of grants, shared revenues and payments in lieu of
taxes. NOFA - Notice of Funding Availability
INTERNAL SERVICE CHARGE - The charges to user OBJECT CODE (OBJECT) - An expenditure or revenue des-
departments for internal services provided by another gov- ignation used for accounting and budget transactions. Same
ernment agency such as data processing or insurance as Account.
funded from a central pool.
OBJECTIVE - Something to be accomplished in specific,
INTERNAL SERVICE FUND (ISF) - An organization cre- well-defined and measurable terms and that is achievable
ated to perform specified services for other County depart- within a specific time frame.
ments. The services performed are charged to the user
departments. Example: Reprographics Internal Service OBLIGATED FUND BALANCE (OFB) - An amount in a
Fund. fund used to meet cash requirements or to meet emergency
expenditures. Obligated fund balance is not an appropria-
INTRAFUND TRANSFER - A transfer of costs from one tion, and there is no limitation on the amount of reserve that
fund budget to another within the General Fund. can be established. Also referred to as reserves.
IRC - Intake and Release Center, Orange County Jail OBLIGATIONS - Amounts which a government may be
legally required to meet out of its resources. This includes
ISF - Internal Service Fund not only actual liabilities, but also encumbrances not yet
paid.
JJC - Juvenile Justice Commission
OBP - Optional Benefit Plan
JJCPA - Juvenile Justice Crime Prevention Act
OC - Orange County
JPA - Joint Powers Authority
OCCR - Orange County Community Resources
JWA - John Wayne Airport
OCEA - Orange County Employees Association
LAFCO - Local Agency Formation Commission
OCERS - Orange County Employees Retirement System
LMC - Labor Management Committee
OCMA - Orange County Managers Association
MOE - Maintenance Of Effort
OCPL - Orange County Public Library
MOU - Memorandum Of Understanding

Glossary
OCPW - Orange County Public Works PROPOSITION 26 - Adopted by California Voters on

November 3, 2010, expanded the definition of "taxes" that
OCWR - Orange County Waste and Recycling are subject to voter approval requirements and restricts the
types of fees that can be adopted through a vote of a local
OPERATING EXPENSES - The cost for personnel, materi- government's governing board.
als and equipment required for a department to function.
PROPOSITION 36 - The Substance Abuse and Crime Pre-
OPERATING REVENUE - Funds that the government vention Act approved by California voters on November 7,
receives as income to pay for ongoing operations. It includes 2000 to be effective July 1, 2001.
items such as taxes, fees, charges for specific services, inter-
est earnings and grant revenues. Operating revenues are PROPOSITION 42 - Transportation Congestion Improve-
used to pay for day-to-day services. ment Act
OTHER CHARGES - Objects established for expenditures PROPOSITION 63 - Mental Health Services Expansion
other than salaries and benefits, services and supplies, and Funding Tax on Personal Income above $1M State of Califor-
fixed assets. Example: "Support and Care of Persons." nia.
OTHER COUNTY GROUP - Group of County funds sepa- PROPOSITION 172 - A permanent extension of a half-cent
rate from the General Fund which have specific revenue. Local Public Safety Sales Tax approved by California voters
Example: OC Public Library. on November 2, 1993. Proceeds of this sales tax must be
dedicated to Public Safety.
PERFORMANCE BUDGETING (PB) - PB automates the
budgeting process for better planning to improve financial PROVISION FOR RESERVES/DESIGNATIONS - A financ-
and operational performance for critical decision-making ing requirement for an increase to an established reserve or
and long term forecasting. designation of fund balance or the creation of a new reserve
or designation of fund balance.
PERFORMANCE MEASURE - Data collected to determine
how effective or efficient a program is in achieving its objec- REALIGNMENT FUNDING (HEALTH & WELFARE) - In
tives. FY 1991-92, the State approved the Health & Welfare
Realignment Program which involves a shift of program
PIP - Performance Incentive Plan responsibilities from the State to the counties. This shift is
funded through a corresponding shift of dedicated Sales Tax
POST - Police Officer Standardized Training and Vehicle License Fee revenue.
PPO - Preferred Provider Organization RECOMMENDED BUDGET - The County Executive

Office's recommended level of funding for a fiscal year before
PROGRAM SECTION - The County operating funds are it is adopted by the Board.
grouped into seven sections to provide a method of summa-
rizing information for budget management, evaluation, and REQUESTED BUDGET - The department/budget control
presentation. initial budget estimate/request.
PROPOSED BUDGET - The working document for the fis- RESERVE - An amount in a fund used to meet cash require-
cal year under discussion. Approval of this document does ments or to meet emergency expenditures. A reserve is not
not allow expenditures for fixed assets and for new perma- an appropriation, and there is no limitation on the amount
nent employee positions, unless specifically approved by the of reserve that can be established.
Board of Supervisors.
REVENUE - Money received to finance ongoing County gov-
PROPOSITION 13 - Adopted by California voters in 1978. It ernmental services. Examples: property taxes, interest,
establishes a base year value for real estate and limits fines, fees, charges for services, etc.
increases in taxable value.

Glossary
REVENUE SOURCE CODE - The revenue code used for SSA - Social Services Agency
accounting and budget transactions. Also known as object
or account. TANF - Temporary Assistance to Needy Families
RFP - Request for Proposal TAX LEVY - Amount of tax dollars raised by the imposition
of the tax rate on the assessed valuation.
RGET - Regional Gang Enforcement Team
TAX RATE - The rate applied to the assessed valuation base
RNSP - Regional Narcotics Suppression Program necessary to produce the tax levy.
ROG - Results Oriented Government TAXES - Compulsory charges levied by a government for the
purpose of financing services performed for the common
SALARIES & EMPLOYEE BENEFITS (S&EB) - A category benefit of the people. This term does not include specific
of accounts established for all expenditures for employee- charges made against particular persons or property for cur-
related costs. rent or permanent benefit such as special assessments.
SB - Senate Bill TCF - Trial Court Funding
SCAAP - State Criminal Alien Assistance Program TracKRS - Taskforce Review Aimed at Catching Killers, Rap-
ists, and Sexual Offenders
SCHEDULE - A listing of financial data in a form and man-
ner prescribed by the State. TRANSFERS IN/OUT - Amounts transferred from one
fund to another to assist in financing the services of the
SECURED TAXES - Taxes levied on real properties in the recipient fund.
County which are "secured" by liens on the properties.
UNSECURED TAXES - Taxes levied on properties such as
SERVICES & SUPPLIES (S&S) - Objects established for the office furniture, equipment, and boats.
non-salary operating expenditures of County departments
and programs. VoIP - Voice over Internet Protocol
SFP - Strategic Financial Plan VVPAT - Voter Verifiable Paper Audit Trail
SNP - Sheriff 's Narcotics Program WIA - Workforce Investment Act. Provides for services
through workforce investment systems that increase the
SONGS - San Onofre Nuclear Generating Station employment, retention, and earnings of participants and
reduce welfare dependency.
SOURCES - Total amount available for appropriation includ-
ing estimated revenues, fund transfers , decreases to obli- WTW - Welfare to Work. Provides employment and training
gated fund balances or reserves, and beginning net position services in accordance with the Welfare-to-Work Local Plan
balances. approved by the Orange County Private Industry Council
and the Orange County Board of Supervisors.
SPECIAL DISTRICT - Separate unit of local government
organized to perform a single function. Examples: Street
Lighting, Flood Control.

BEHAVIORAL HEALTH HEALTHCARE
M ENDED BU
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HOUSING COMMUNITY
DGE
· RECO
T·
CORRECTIONS
2
VOL
1-2
II ·
FY 202
BENEFITS & SUPPORT SERVICES

Table of Contents
APPENDIX .................................................................................................................................A7
002 - ASSESSOR ................................................................................................................................... A8
003 - AUDITOR-CONTROLLER ........................................................................................................... A11
004 - MISCELLANEOUS ...................................................................................................................... A14
006 - BOARD OF SUPERVISORS - 1ST DISTRICT ................................................................................. A15
007 - BOARD OF SUPERVISORS - 2ND DISTRICT ................................................................................ A16
008 - BOARD OF SUPERVISORS - 3RD DISTRICT ................................................................................ A17
009 - BOARD OF SUPERVISORS - 4TH DISTRICT ................................................................................ A18
010 - BOARD OF SUPERVISORS - 5TH DISTRICT ................................................................................ A19
011 - CLERK OF THE BOARD ............................................................................................................. A20
012 - OC COMMUNITY RESOURCES .................................................................................................. A22
014 - CAPS PROGRAM ...................................................................................................................... A25
015 - PROPERTY TAX SYSTEM CENTRALIZED O&M SUPPORT ......................................................... A26
017 - COUNTY EXECUTIVE OFFICE ................................................................................................... A27
019 - CAPITAL ACQUISITION FINANCING .......................................................................................... A30
022 - PREPAID PENSION OBLIGATION ............................................................................................... A31
024 - OC ANIMAL CARE ................................................................................................................... A32
025 - COUNTY COUNSEL ................................................................................................................... A33
026 - DISTRICT ATTORNEY - PUBLIC ADMINISTRATOR .................................................................... A36
027 - DEPARTMENT OF CHILD SUPPORT SERVICES ........................................................................... A39
029 - PUBLIC ADMINISTRATOR .......................................................................................................... A41
030 - HEALTH CARE AGENCY - PUBLIC GUARDIAN ......................................................................... A42
031 - REGISTRAR OF VOTERS ............................................................................................................ A43
032 - EMERGENCY MANAGEMENT DIVISION .................................................................................... A47
034 - OC WATERSHEDS ..................................................................................................................... A48
035 - CEO REAL ESTATE .................................................................................................................. A49
036 - CAPITAL PROJECTS ................................................................................................................... A50
037 - OCIT SHARED SERVICES ......................................................................................................... A51
038 - DATA SYSTEMS DEVELOPMENT PROJECTS .............................................................................. A52
039 - IBM MAINFRAME ..................................................................................................................... A53
040 - UTILITIES .................................................................................................................................. A54
County of Orange A1
Table of Contents
041 - GRAND JURY .............................................................................................................................A55

042 - HEALTH CARE AGENCY ............................................................................................................A56
045 - JUVENILE JUSTICE COMMISSION ...............................................................................................A61
047 - SHERIFF COURT OPERATIONS ...................................................................................................A62
048 - DETENTION RELEASE ................................................................................................................A63
050 - PERFORMANCE AUDIT ..............................................................................................................A64
051 - OFFICE OF INDEPENDENT REVIEW ............................................................................................A65
052 - OC CAMPAIGN FINANCE AND ETHICS COMMISSION ................................................................A66
054 - HUMAN RESOURCE SERVICES ..................................................................................................A67
056 - EMPLOYEE BENEFITS ................................................................................................................A68
057 - PROBATION ...............................................................................................................................A69
058 - PUBLIC DEFENDER ....................................................................................................................A72
059 - CLERK-RECORDER ....................................................................................................................A74
060 - SHERIFF-CORONER ....................................................................................................................A77
063 - SOCIAL SERVICES AGENCY ......................................................................................................A82
071 - BUILDING & SAFETY GENERAL FUND ......................................................................................A85
073 - ALTERNATE DEFENSE ...............................................................................................................A86
074 - TREASURER-TAX COLLECTOR ..................................................................................................A87
079 - INTERNAL AUDIT ......................................................................................................................A90
080 - OC PUBLIC WORKS ..................................................................................................................A91
081 - TRIAL COURTS ..........................................................................................................................A97
100 - GENERAL FUND ........................................................................................................................A98
102 - SANTA ANA REGIONAL CENTER LEASE CONVEYANCE ...........................................................A99
104 - CRIMINAL JUSTICE FACILITIES - ACCUMULATIVE CAPITAL OUTLAY ....................................A100
106 - COUNTY TIDELANDS - NEWPORT BAY ...................................................................................A101
107 - REMITTANCE PROCESSING EQUIPMENT REPLACEMENT .........................................................A102
108 - OC DANA POINT HARBOR ......................................................................................................A103
109 - COUNTY AUTOMATED FINGERPRINT IDENTIFICATION ...........................................................A104
113 - BUILDING AND SAFETY ..........................................................................................................A105
115 - OC ROAD ................................................................................................................................A106
116 - NARCOTIC FORFEITURE AND SEIZURE ....................................................................................A107
117 - OC HOUSING AUTHORITY - OPERATING RESERVES ...............................................................A108
119 - OC PUBLIC LIBRARIES - CAPITAL ..........................................................................................A109
120 - OC PUBLIC LIBRARIES ............................................................................................................A110
A2 County of Orange
Table of Contents
121 - OC ANIMAL CARE DONATIONS ............................................................................................. A111

122 - MOTOR VEHICLE THEFT TASK FORCE ................................................................................... A112
123 - DISPUTE RESOLUTION PROGRAM ........................................................................................... A113
124 - DOMESTIC VIOLENCE PROGRAM ............................................................................................ A114
126 - REGIONAL NARCOTICS SUPPRESSION PROGRAM - OTHER ..................................................... A115
128 - SURVEY MONUMENT PRESERVATION .................................................................................... A116
12A - MHSA HOUSING FUND ......................................................................................................... A117
12C - CHILD SUPPORT PROGRAM DEVELOPMENT .......................................................................... A118
12D - CLERK-RECORDER SPECIAL REVENUE FUND ........................................................................ A119
12E - CLERK-RECORDER OPERATING RESERVE FUND ................................................................... A120
12G - REAL ESTATE PROSECUTION FUND ....................................................................................... A121
12H - PROPOSITION 64 - CONSUMER PROTECTION ......................................................................... A122
12J - PROPOSITION 69 - DNA IDENTIFICATION FUND ..................................................................... A123
12P - ASSESSOR PROPERTY CHARACTERISTICS REVENUE .............................................................. A124
12S - SSA DONATIONS & FEES ....................................................................................................... A125
12W - SSA WRAPAROUND .............................................................................................................. A126
132 - SHERIFF NARCOTICS PROGRAM - DEPARTMENT OF JUSTICE ................................................. A127
133 - SHERIFF NARCOTICS PROGRAM - OTHER ............................................................................... A128
134 - ORANGE COUNTY JAIL FUND ................................................................................................. A129
135 - REAL ESTATE DEVELOPMENT PROGRAM ............................................................................... A130
137 - PARKING FACILITIES .............................................................................................................. A131
138 - MEDI-CAL ADMINISTRATIVE ACTIVITIES/TARGETED CASE MANAGEMENT ......................... A132
139 - SHERIFF NARCOTICS PROGRAM - CALMMET - TREASURY ................................................. A133
13B - TRAFFIC VIOLATOR FUND ..................................................................................................... A134
13N - OC TOBACCO SETTLEMENT FUND ........................................................................................ A135
13P - STATE CRIMINAL ALIEN ASSISTANCE PROGRAM (SCAAP) ................................................. A136
13R - SHERIFF-CORONER REPLACEMENT & MAINTENANCE FUND (SCRAM) .............................. A137
13S - EMERGENCY MEDICAL SERVICES .......................................................................................... A138
13T - HCA PURPOSE RESTRICTED REVENUES ................................................................................ A139
13U - HCA INTEREST BEARING PURPOSE RESTRICTED REVENUE ................................................. A140
13W - HCA REALIGNMENT ............................................................................................................. A141
13Y - MENTAL HEALTH SERVICES ACT .......................................................................................... A142
13Z - BIOTERRORISM CENTER FOR DISEASE CONTROL FUND ........................................................ A143
140 - AIR QUALITY IMPROVEMENT ................................................................................................. A144
County of Orange A3
Table of Contents
141 - SHERIFF'S SUBSTATIONS FEE PROGRAM .................................................................................A145

142 - SHERIFF'S COURT OPS - SPECIAL COLLECTIONS ....................................................................A146
143 - JAIL COMMISSARY ..................................................................................................................A147
144 - INMATE WELFARE FUND ........................................................................................................A148
146 - WORKFORCE INVESTMENT ACT .............................................................................................A149
148 - FOOTHILL CIRCULATION PHASING PLAN ................................................................................A150
14D - CAL-ID OPERATIONAL COSTS ..............................................................................................A151
14E - CAL-ID SYSTEM COSTS ........................................................................................................A152
14G - SHERIFF'S SUPPLEMENTAL LAW ENFORCEMENT SERVICES ...................................................A153
14H - DISTRICT ATTORNEY'S SUPP LAW ENFORCEMENT SERVICES ...............................................A154
14J - EXCESS PUBLIC SAFETY SALES TAX ......................................................................................A155
14Q - SHERIFF-CORONER CONSTRUCTION AND FACILITY DEVELOPMENT .....................................A156
14R - WARD WELFARE ....................................................................................................................A157
14T - FACILITIES DEVELOPMENT AND MAINTENANCE FUND .........................................................A158
151 - SOUTH COUNTY ROADWAY IMPROVEMENT PROGRAM (SCRIP) ...........................................A159
15B - CEO SINGLE FAMILY HOUSING .............................................................................................A160
15D - COUNTYWIDE CAPITAL PROJECTS NON-GENERAL FUND ......................................................A161
15F - ORANGE COUNTY HOUSING AUTHORITY (OCHA) ................................................................A162
15G - OC HOUSING ..........................................................................................................................A163
15H - CALHOME PROGRAM REUSE FUND .......................................................................................A164
15I - COUNTYWIDE IT PROJECTS NON-GENERAL FUND .................................................................A165
15J - PENSION OBLIGATION BONDS DEBT SERVICE ........................................................................A166
15K - LIMESTONE REGIONAL PARK MITIGATION ENDOWMENT .....................................................A167
15L - 800 MHZ CCCS .....................................................................................................................A168
15N - DELTA SPECIAL REVENUE .....................................................................................................A169
15T - EL TORO IMPROVEMENT FUND ..............................................................................................A170
15U - STRATEGIC PRIORITY AFFORDABLE HOUSING ......................................................................A171
15Y - TEETER SERIES A DEBT SERVICE FUND ................................................................................A172
16D - OC ANIMAL SHELTER CONSTRUCTION FUND .......................................................................A173
170 - HOUSING ASSET FUND ...........................................................................................................A174
174 - OC ROAD - CAPITAL IMPROVEMENT PROJECTS .....................................................................A175
270 - COMPRESSED NATURAL GAS ENTERPRISE FUND ...................................................................A176
273 - OCWR CAPITAL PROJECT FUND ............................................................................................A177
274 - OCWR CORRECTIVE ACTION ESCROW ..................................................................................A179
A4 County of Orange
Table of Contents
275 - OCWR - ENVIRONMENTAL RESERVE .................................................................................... A180

279 - OCWR - LANDFILL POST-CLOSURE MAINTENANCE ............................................................. A181
280 - AIRPORT - OPERATING ENTERPRISE ....................................................................................... A182
281 - AIRPORT CONSTRUCTION FUND ............................................................................................. A187
283 - AIRPORT DEBT SERVICE FUND .............................................................................................. A189
284 - OCWR-FRB/BEE CANYON LANDFILL ESCROW .................................................................... A190
286 - OCWR - BREA/OLINDA LANDFILL ESCROW ......................................................................... A191
287 - OCWR - PRIMA DESHECHA LANDFILL ESCROW ................................................................... A192
289 - OCIT COUNTYWIDE SERVICES .............................................................................................. A193
290 - INSURED HEALTH PLANS ISF ................................................................................................. A197
291 - UNEMPLOYMENT ISF ............................................................................................................. A198
292 - SELF-INSURED PPO HEALTH PLANS ISF ............................................................................... A199
293 - WORKERS' COMPENSATION ISF ............................................................................................. A201
294 - PROPERTY & CASUALTY RISK ISF ........................................................................................ A204
295 - OCWR IMPORTATION REVENUE SHARING ............................................................................ A207
296 - OC FLEET SERVICES .............................................................................................................. A208
297 - REPROGRAPHICS ISF .............................................................................................................. A212
298 - SELF-INSURED BENEFITS INTERNAL SERVICE FUND ............................................................. A216
299 - OC WASTE & RECYCLING ENTERPRISE ................................................................................. A217
29W - WELLNESS PROGRAM INTERNAL SERVICE FUND ................................................................. A221
29Z - LIFE INSURANCE ISF ............................................................................................................. A223
400 - OC FLOOD .............................................................................................................................. A224
401 - OC FLOOD - CAPITAL IMPROVEMENT PROJECTS ................................................................... A225
404 - OC FLOOD - CAPITAL ............................................................................................................ A226
405 - OC PARKS CSA26 ................................................................................................................. A227
406 - OC PARKS CAPITAL ............................................................................................................... A228
431 - SPECIAL ASSESSMENT-TOP OF THE WORLD IMPROVEMENT .................................................. A229
433 - GOLDEN LANTERN REASSESSMENT DISTRICT 94-1 DEBT SERVICE ...................................... A230
459 - N. TUSTIN LANDSCAPE & LIGHTING ASSESSMENT DISTRICT ............................................... A231
468 - COUNTY SERVICE AREA #13 - LA MIRADA ........................................................................... A232
477 - COUNTY SERVICE AREA #22 - EAST YORBA LINDA ............................................................. A233
479 - CFD 99-1 SERIES A OF 1999 LADERA - DEBT SERVICE ........................................................ A234
487 - LADERA CFD 2002-01 DEBT SERVICE .................................................................................. A235
488 - RANCHO SANTA MARGARITA CFD 86-1 (SERIES 1988) - DEBT SERVICE ............................ A236
County of Orange A5
Table of Contents
492 - MISSION VIEJO CFD 87-3 (A) - DEBT SERVICE .....................................................................A237

501 - RANCHO SANTA MARGARITA CFD 87-5(A) - DEBT SERVICE ...............................................A238
505 - FOOTHILL RANCH CFD 87-4 - DEBT SERVICE .......................................................................A239
507 - IRVINE COAST ASSESSMENT DISTRICT 88-1 - DEBT SERVICE ...............................................A240
509 - RANCHO SANTA MARGARITA CFD 87-5B - DEBT SERVICE ..................................................A241
513 - COTO DE CAZA CFD 87-8 - DEBT SERVICE ...........................................................................A242
516 - ASSESSMENT DIST 01-1 ZIANI PROJECT - DEBT SERVICE ......................................................A243
517 - RANCHO SANTA MARGARITA CFD 87-5C - DEBT SERVICE ..................................................A244
521 - RANCHO SANTA MARGARITA CFD 87-5D (A) - DEBT SERVICE ...........................................A245
523 - NEWPORT COAST AD 01-1 GROUP 2 DEBT SERVICE .............................................................A246
52T - NEWPORT COAST AD 01-1 CONVERSION #1 DEBT SERVICE ................................................A247
530 - CFD 2004-1 LADERA DEBT SERVICE .....................................................................................A248
533 - CFD 01-1 LADERA - DEBT SERVICE ......................................................................................A249
534 - AD 01-1 GROUP 3 DEBT SERVICE ..........................................................................................A250
536 - NEWPORT COAST AD 01-1 GROUP 4 CONVERSION DEBT SERVICE ......................................A251
541 - CFD 2015-1 RMV (VILLAGE OF ESENCIA) DEBT SERVICE ...................................................A252
547 - CFD 00-1 (SERIES A OF 2000) LADERA - DEBT SERVICE ......................................................A253
549 - RANCHO SANTA MARGARITA CFD 87-5E (A OF 1993) - DEBT SERVICE .............................A254
551 - ASSESSMENT DISTRICT 92-1 NEWPORT RIDGE - DEBT SERVICE ...........................................A255
555 - CFD 2003-1 LADERA DEBT SERVICE .....................................................................................A256
559 - CFD 2016-1 RMV (VILLAGE OF ESENCIA) CONSTRUCTION .................................................A257
561 - 2017-1 RMV (VILLAGE OF ESENCIA) CONSTRUCTION ..........................................................A259
563 - CFD 2017-1 RMV (VILLAGE OF ESENCIA) IA NO. 2 CONSTRUCTION ..................................A261
564 - CFD 2017-1 RMV (VILLAGE OF ESENCIA) IA NO. 2 DEBT SERVICE ...................................A262
590 - IN-HOME SUPPORTIVE SERVICES PUBLIC AUTHORITY ...........................................................A263
Description of Major Objects by Classification ..................................................................A271

DESCRIPTION OF MAJOR OBJECTS BY CLASSIFICATION ..................................................................A271
Description of Revenue Sources by Classification ..............................................................A291

DESCRIPTION OF REVENUE SOURCES BY CLASSIFICATION ..............................................................A291
A6 County of Orange
Appendix APPENDIX
APPENDIX
County of Orange A7
002 - Assessor Appendix
002 - Assessor
002 - Assessor
Summary of Recommended Budget by Revenue and Expense Category:

Revenues/Appropriations Actual As of 3/31/21 At 6/30/21 Recommended Amount Percent
Intergovernmental Revenues $ 974,367 $ 1,254,197 $ 285,752 $ 0 $ (1,254,197) (100.0)%
Category
Charges For Services Category 92,006 110,000 75,000 110,002 2 0.0
Miscellaneous Revenues Category 2,869 0 0 0 0 0.0
Other Financing Sources Category 524 1,100,000 1,100,000 0 (1,100,000) (100.0)
Total Revenues 1,069,766 2,464,197 1,460,752 110,002 (2,354,195) (95.5)
Salaries & Benefits Category 32,870,348 36,613,847 33,871,038 36,288,626 (325,221) (0.9)
Services & Supplies Category 7,675,706 7,390,906 7,744,785 4,013,837 (3,377,069) (45.7)
Other Charges Category 0 9,200 0 2,768,055 2,758,855 29,987.5
Equipment Category 118,731 825,760 565,266 180,000 (645,760) (78.2)
Intangible Assets-Amortizable 0 765,000 635,028 0 (765,000) (100.0)
Category
Net County Cost $ 39,595,019 $ 43,140,516 $ 41,355,365 $ 43,140,516 $ 0 0.0%
Recommended Budget Summary of Business Property:

Salaries & Benefits Category $ 5,664,562 $ 6,600,810 $ 5,816,596 $ 6,453,966 $ (146,844) (2.2)%
Services & Supplies Category 356,199 365,400 263,375 178,559 (186,841) (51.1)
Net County Cost $ 6,020,761 $ 6,966,210 $ 6,079,971 $ 6,632,525 $ (333,685) (4.8)%
Recommended Budget Summary of Real Property:

Salaries & Benefits Category $ 11,507,575 $ 12,440,220 $ 12,070,857 $ 12,637,913 $ 197,693 1.6%
Services & Supplies Category 70,067 83,000 30,429 93,447 10,447 12.6
Net County Cost $ 11,577,642 $ 12,523,220 $ 12,101,286 $ 12,731,360 $ 208,140 1.7%
A8 County of Orange
Appendix 002 - Assessor
Recommended Budget Summary of Roll Support:

Net County Cost $ 9,195,749 $ 10,444,729 $ 9,769,664 $ 10,554,256 $ 109,527 1.1%
Recommended Budget Summary of Quality Assurance:

Salaries & Benefits Category $ 884,272 $ 949,497 $ 855,952 $ 902,202 $ (47,295) (5.0)%
Services & Supplies Category 1,420 15,730 39 0 (15,730) (100.0)
Net County Cost $ 885,691 $ 965,227 $ 855,991 $ 902,202 $ (63,025) (6.5)%
Recommended Budget Summary of Computer Systems:

Net County Cost $ 2,947,160 $ 3,148,466 $ 2,654,208 $ 3,049,029 $ (99,437) (3.2)%
County of Orange A9
002 - Assessor Appendix
Recommended Budget Summary of Management Services:

(1) (1)
Category
Total Revenues 1,069,766 2,464,197 1,460,752 110,002 (2,354,195) (95.5)
Other Charges Category 0 9,200 0 2,768,055 2,758,855 29,987.5
Intangible Assets-Amortizable 0 765,000 635,028 0 (765,000) (100.0)
Category
Net County Cost $ 8,968,016 $ 9,092,664 $ 9,894,245 $ 9,271,144 $ 178,480 2.0%
A10 County of Orange

Appendix 003 - Auditor-Controller

Intergovernmental Revenues $ 190,047 $ 617,993 $ 523,200 $ 45,000 $ (572,993) (92.7)%
Category
Charges For Services Category 8,027,514 8,581,515 8,775,960 9,286,605 705,090 8.2
Miscellaneous Revenues Category 9,193 6,500 12,723 5,230 (1,270) (19.5)
Other Financing Sources Category 71 0 0 0 0 0.0
Total Revenues 8,226,826 9,206,008 9,311,883 9,336,835 130,827 1.4
Salaries & Benefits Category 45,427,723 49,355,099 48,592,135 50,247,479 892,380 1.8
Services & Supplies Category 3,692,828 4,245,364 4,229,384 3,604,209 (641,155) (15.1)
Other Charges Category 5,560 5,034 5,034 5,135 101 2.0
Equipment Category 0 25,000 25,000 15,000 (10,000) (40.0)
Special Items Category 0 0 0 3,237,606 3,237,606 0.0
Intrafund Transfers Category (31,903,551) (34,623,543) (34,056,883) (37,919,148) (3,295,605) 9.5
Net County Cost $ 8,995,734 $ 9,800,946 $ 9,482,787 $ 9,853,446 $ 52,500 0.5%
Recommended Budget Summary of Central Accounting Operations:

FY 2019-2020 Budget Projected(1) FY 2021-2022 Budget
Intergovernmental Revenues $ 0 $ 159,052 $ 0 $ 45,000 $ (114,052) (71.7)%
Category
Charges For Services Category 535,743 542,406 559,035 522,436 (19,970) (3.7)
Miscellaneous Revenues Category 2,730 0 2,730 0 0 0.0
Total Revenues 538,473 701,458 561,765 567,436 (134,022) (19.1)
Services & Supplies Category 1,193,178 917,955 941,688 985,234 67,279 7.3
Special Items Category 0 0 0 364,769 364,769 0.0
Intrafund Transfers Category (1,097,736) (1,109,633) (1,098,062) (1,169,676) (60,043) 5.4
Net County Cost $ 6,930,842 $ 6,953,655 $ 7,003,412 $ 7,720,063 $ 766,408 11.0%
County of Orange A11

003 - Auditor-Controller Appendix
Recommended Budget Summary of Satellite Accounting Operations:

(1) (1)
Charges For Services Category $ 4,601,461 $ 5,502,098 $ 5,273,731 $ 5,790,971 $ 288,873 5.3%
Total Revenues 4,601,461 5,502,098 5,273,731 5,790,971 288,873 5.3
Services & Supplies Category 626,747 1,389,465 1,150,902 1,323,304 (66,161) (4.8)
Net County Cost $ (214,992) $ (228,993) $ (226,308) $ (222,121) $ 6,872 (3.0)%
Recommended Budget Summary of Executive & Administrative Services:

(1) (1)
Intergovernmental Revenues $ 190,047 $ 456,200 $ 523,200 $ 0 $ (456,200) (100.0)%
Category
Miscellaneous Revenues Category 3,156 2,000 5,273 3,230 1,230 61.5
Total Revenues 503,040 763,667 833,940 299,578 (464,089) (60.8)
Services & Supplies Category 1,092,997 1,189,428 1,256,958 530,105 (659,323) (55.4)
Intrafund Transfers Category (373,094) (351,943) (420,634) (420,652) (68,709) 19.5
Net County Cost $ 2,032,596 $ 2,089,275 $ 2,046,433 $ 1,929,119 $ (160,156) (7.7)%

Appendix 003 - Auditor-Controller
Recommended Budget Summary of Information Technology:

(1) (1)
Intergovernmental Revenues $ 0 $ 2,741 $ 0 $ 0 $ (2,741) (100.0)%
Category
Total Revenues 0 2,741 0 0 (2,741) (100.0)
Equipment Category 0 25,000 25,000 15,000 (10,000) (40.0)
Total Requirements 922,729 1,189,766 1,082,600 765,699 (424,067) (35.6)
Net County Cost $ 922,729 $ 1,187,025 $ 1,082,600 $ 765,699 $ (421,326) (35.5)%
Recommended Budget Summary of Internal Audit:

(1) (1)
Salaries & Benefits Category $ 269,344 $ 294,650 $ 291,593 $ 286,683 $ (7,967) (2.7)%
Intrafund Transfers Category (25,000) (30,000) (30,000) (30,000) 0 -0.0
Net County Cost $ 257,702 $ 298,687 $ 291,853 $ 301,455 $ 2,768 0.9%
Recommended Budget Summary of Property Tax:

(1) (1)
Total Revenues 2,583,851 2,236,044 2,642,447 2,678,850 442,806 19.8
Intrafund Transfers Category (340) (46,746) 0 (67,367) (20,621) 44.1
Net County Cost $ (933,143) $ (498,703) $ (715,203) $ (640,769) $ (142,066) 28.5%

004 - Miscellaneous Appendix
004 - Miscellaneous
004 - Miscellaneous

Revenue from Use of Money and $ 1,052,345 $ 211,320 $ 668,852 $ 668,946 $ 457,626 216.6%
Property Category
Intergovernmental Revenues 65,089,779 83,126,333 87,858,217 209,995,033 126,868,700 152.6
Category
Charges For Services Category 11,689,723 12,707,065 12,607,065 12,618,815 (88,250) (0.7)
Miscellaneous Revenues Category 5,116,105 12,677,880 17,158,780 24,127,376 11,449,496 90.3
Other Financing Sources Category 9,684,070 8,000,000 7,485,000 9,792,420 1,792,420 22.4
Total Revenues 92,632,022 116,722,598 125,777,914 257,202,590 140,479,992 120.3
Services & Supplies Category 3,471,653 2,089,428 2,294,814 2,322,564 233,136 11.2
Other Charges Category 64,987,382 9,149,469 7,472,313 3,490,595 (5,658,874) (61.9)
Other Financing Uses Category 14,944,877 35,735,995 65,357,609 8,687,840 (27,048,155) (75.7)
Appropriation For Contingencies 0 9,398,470 0 88,520,628 79,122,158 841.9
Category
Net County Cost $ (10,115,362) $ (60,946,075) $ (51,250,017) $ 48,375,114 $ 109,321,189 (179.4)%

Appendix 006 - Board of Supervisors - 1st District


Services & Supplies Category 144,056 84,086 84,850 84,086 0 0.0
Net County Cost $ 1,301,856 $ 1,308,283 $ 1,263,671 $ 1,562,906 $ 254,623 19.5%

007 - Board of Supervisors - 2nd District Appendix


Net County Cost $ 1,224,132 $ 1,308,283 $ 1,186,428 $ 1,562,906 $ 254,623 19.5%

Appendix 008 - Board of Supervisors - 3rd District


Net County Cost $ 1,297,067 $ 1,308,283 $ 1,292,093 $ 1,562,906 $ 254,623 19.5%

009 - Board of Supervisors - 4th District Appendix


Net County Cost $ 1,131,230 $ 1,308,283 $ 1,139,902 $ 1,562,906 $ 254,623 19.5%

Appendix 010 - Board of Supervisors - 5th District


Miscellaneous Revenues Category $ 17 $ 0 $ 0 $ 0 $ 0 0.0%
Intrafund Transfers Category 0 (79,181) (79,181) (82,204) (3,023) 3.8
Net County Cost $ 1,200,374 $ 1,308,283 $ 1,135,075 $ 1,562,906 $ 254,623 19.5%

011 - Clerk of the Board Appendix


Category
Total Revenues 305,301 295,914 289,000 75,000 (220,914) (74.7)
Other Financing Uses Category 8,991 0 0 0 0 0.0
Net County Cost $ 4,966,246 $ 5,292,770 $ 5,292,770 $ 5,292,770 $ 0 0.0%
Recommended Budget Summary of COB - Executive:

Salaries & Benefits Category $ 272,118 $ 535,943 $ 513,878 $ 537,450 $ 1,507 0.3%
Net County Cost $ 296,072 $ 596,753 $ 541,468 $ 566,550 $ (30,203) (5.1)%

Appendix 011 - Clerk of the Board
Recommended Budget Summary of Board Services:

(1) (1)
Category
Miscellaneous Revenues Category 242 500 500 0 (500) (100.0)
Total Revenues 299,993 202,914 265,500 70,000 (132,914) (65.5)
Salaries & Benefits Category 785,338 527,694 527,694 514,949 (12,745) (2.4)
Net County Cost $ 2,034,186 $ 2,198,534 $ 1,790,526 $ 2,130,890 $ (67,644) (3.1)%
Recommended Budget Summary of Assessment Appeals:

Intergovernmental Revenues $ 0 $ 90,800 $ 20,000 $ 0 $ (90,800) (100.0)%
Category
Charges For Services Category 574 0 0 0 0 0.0
Total Revenues 4,798 93,000 23,500 5,000 (88,000) (94.6)
Net County Cost $ 1,546,129 $ 1,465,569 $ 1,627,162 $ 1,565,837 $ 100,268 6.8%
Recommended Budget Summary of Administration & Files Management:

Charges For Services Category $ 215 $ 0 $ 0 $ 0 $ 0 0.0%
Miscellaneous Revenues Category 295 0 0 0 0 0.0
Services & Supplies Category 282,587 56,700 358,400 55,747 (953) (1.7)
Net County Cost $ 1,089,858 $ 1,031,914 $ 1,333,614 $ 1,029,493 $ (2,421) (0.2)%

012 - OC Community Resources Appendix


Licenses, Permits & Franchises $ 5,161,612 $ 0 $ 0 $ 0 $ 0 0.0%
Category
Fines, Forfeitures & Penalties 681,205 0 0 0 0 0.0
Category
Intergovernmental Revenues 25,253,280 148,673,619 150,548,981 24,400,000 (124,273,619) (83.6)
Category
Charges For Services Category 28,679,201 18,415,997 18,136,051 20,245,443 1,829,446 9.9
Other Financing Sources Category 159,914 5,000 2,976 0 (5,000) (100.0)
Total Revenues 59,967,055 167,098,616 168,965,084 44,648,443 (122,450,173) (73.3)
Other Charges Category 810,479 7,120,000 7,426,642 1,377,004 (5,742,996) (80.7)
Other Financing Uses Category 280,085 0 0 84,000 84,000 0.0
Net County Cost $ 10,462,467 $ 15,595,987 $ 13,350,362 $ 5,436,658 $ (10,159,329) (65.1)%

Appendix 012 - OC Community Resources
Recommended Budget Summary of OCCR Administrative Services:

(1) (1)
Intergovernmental Revenues $ 861,118 $ 1,732,870 $ 2,088,274 $ 0 $ (1,732,870) (100.0)%
Category
Total Revenues 14,466,457 17,549,839 17,709,416 17,311,140 (238,699) (1.4)
Services & Supplies Category 8,672,436 11,151,432 11,734,256 12,827,363 1,675,931 15.0
Other Charges Category 419 3,000 310,421 377,004 374,004 12,466.8
Equipment Category 18,757 301,000 310,000 340,000 39,000 13.0
Other Financing Uses Category 0 0 0 84,000 84,000 0.0
Intrafund Transfers Category (37,429) 0 (572,978) (2,734,218) (2,734,218) 0.0
Net County Cost $ 1,468,518 $ 2,057,759 $ 1,832,495 $ 2,057,759 $ 0 0.0%
Recommended Budget Summary of OC Community Services:

Intergovernmental Revenues $ 23,596,890 $ 146,940,749 $ 148,460,707 $ 24,400,000 $ (122,540,749) (83.4)%
Category
Total Revenues 25,646,608 149,548,777 151,163,083 27,244,718 (122,304,059) (81.8)
Equipment Category 29,169 390,000 348,957 0 (390,000) (100.0)
Intrafund Transfers Category (3,937,873) (2,976,882) (1,392,618) (1,811,613) 1,165,269 (39.1)
Net County Cost $ 3,279,008 $ 12,824,174 $ 11,209,870 $ 2,882,815 $ (9,941,359) (77.5)%

012 - OC Community Resources Appendix
Recommended Budget Summary of OC Animal Care:

(1) (1)
Licenses, Permits & Franchises $ 5,161,612 $ 0 $ 0 $ 0 $ 0 0.0%
Category
Fines, Forfeitures & Penalties 681,205 0 0 0 0 0.0
Category
Intergovernmental Revenues 124,342 0 0 0 0 0.0
Category
Charges For Services Category 12,959,547 0 0 0 0 0.0
Other Financing Sources Category 140,641 0 0 0 0 0.0
Total Revenues 19,088,062 0 0 0 0 0.0
Salaries & Benefits Category 12,699,580 0 0 0 0 0.0
Services & Supplies Category 6,641,426 0 0 0 0 0.0
Other Charges Category 149,553 0 0 0 0 0.0
Equipment Category 5,133 0 0 0 0 0.0
Intrafund Transfers Category (10,205) 0 0 0 0 0.0
Total Requirements 19,765,571 0 0 0 0 0.0
Net County Cost $ 677,509 $ 0 $ 0 $ 0 $ 0 0.0%
Recommended Budget Summary of OC Housing and Community Development:

Intergovernmental Revenues $ 670,930 $ 0 $ 0 $ 0 $ 0 0.0%
Category
Charges For Services Category 94,998 0 92,585 92,585 92,585 0.0
Total Revenues 765,928 0 92,585 92,585 92,585 0.0
Salaries & Benefits Category 349,715 0 (211) 0 0 0.0
Services & Supplies Category 5,990,090 714,054 390,793 588,669 (125,385) (17.6)
Intrafund Transfers Category (536,446) 0 10,000 0 0 0.0
Total Requirements 5,803,360 714,054 400,582 588,669 (125,385) (17.6)
Net County Cost $ 5,037,432 $ 714,054 $ 307,997 $ 496,084 $ (217,970) (30.5)%

Appendix 014 - CAPS Program
014 - CAPS Program

014 - CAPS Program

Charges For Services Category $ 0 $ 385,292 $ 385,292 $ 353,705 $ (31,587) (8.2)%
Other Financing Sources Category 880,080 10,000 10,000 10,000 0 0.0
Total Revenues 880,080 395,292 395,292 363,705 (31,587) (8.0)
Intangible Assets-Amortizable 2,102,994 500,340 340,000 1,327,200 826,860 165.3
Category
Intrafund Transfers Category 0 (84,410) (151,485) (1,279,165) (1,194,755) 1,415.4
Net County Cost $ 12,940,961 $ 11,358,029 $ 11,348,726 $ 11,358,029 $ 0 0.0%

015 - Property Tax System Centralized O&M Support Appendix


Other Financing Sources Category $ 350,000 $ 1,084,195 $ 1,084,195 $ 2,510,004 $ 1,425,809 131.5%
Total Revenues 350,000 1,084,195 1,084,195 2,510,004 1,425,809 131.5
Intangible Assets-Amortizable 2,783,020 1,083,052 1,083,052 1,431,985 348,933 32.2
Category
Other Financing Uses Category 0 41,639 41,639 10,000 (31,639) (76.0)
Net County Cost $ 5,251,355 $ 4,577,503 $ 4,550,569 $ 3,494,451 $ (1,083,052) (23.7)%

Appendix 017 - County Executive Office


Revenue from Use of Money and $ 88 $ 0 $ 0 $ 0 $ 0 0.0%
Property Category
Intergovernmental Revenues 4,362,523 9,563,476 10,605,706 8,874,520 (688,956) (7.2)
Category
Total Revenues 5,932,570 11,103,555 12,411,623 10,745,846 (357,709) (3.2)
Services & Supplies (4,900) (10,000) (4,600) (10,000) 0 -0.0
Reimbursements Category
Equipment Category 0 17,000 17,000 0 (17,000) (100.0)
Structures & Improvements Category 0 3,969,183 3,969,183 6,000,000 2,030,817 51.2
Intangible Assets-Amortizable 0 0 0 12,031 12,031 0.0
Category
Net County Cost $ 14,436,013 $ 14,689,637 $ 14,689,637 $ 15,592,402 $ 902,765 6.2%
Recommended Budget Summary of Government & Community Relations:

(1) (1)
Intergovernmental Revenues $ 1,871,183 $ 0 $ 205,850 $ 24,698 $ 24,698 0.0%
Category
Miscellaneous Revenues Category (1,754) 0 228 0 0 0.0
Total Revenues 2,124,253 159,060 365,138 183,758 24,698 15.5
Intrafund Transfers Category (746,141) (428,165) (428,165) (417,471) 10,694 (2.5)
Net County Cost $ 3,308,697 $ 4,460,436 $ 4,923,561 $ 5,661,264 $ 1,200,828 26.9%

017 - County Executive Office Appendix
Recommended Budget Summary of Human Resource Services:

(1) (1)
Services & Supplies Category 1,505 8,550 (40) 2,150 (6,400) (74.8)
Net County Cost $ 197,053 $ 165,921 $ 194,475 $ 152,351 $ (13,570) (8.2)%
Recommended Budget Summary of Information Technology:

Services & Supplies Category 2,903 8,800 0 8,000 (800) (9.1)
Net County Cost $ 437,402 $ 437,196 $ 469,979 $ 453,408 $ 16,212 3.7%
Recommended Budget Summary of Finance:

Property Category
Category
Total Revenues 3,807,750 10,944,495 12,046,485 10,562,088 (382,407) (3.5)
Services & Supplies (4,900) (10,000) (4,600) (10,000) 0 -0.0
Structures & Improvements Category 0 3,969,183 3,969,183 6,000,000 2,030,817 51.2
Category
Intrafund Transfers Category (580,850) (1,035,657) (1,035,657) (1,290,628) (254,971) 24.6
Net County Cost $ 9,315,642 $ 8,849,683 $ 8,521,040 $ 8,545,784 $ (303,899) (3.4)%

Appendix 017 - County Executive Office
Recommended Budget Summary of Real Estate:

Services & Supplies Category 50,109 9,350 775 9,350 0 0.0
Total Requirements 736,098 31,085 475 58 (31,027) (99.8)
Net County Cost $ 735,531 $ 31,085 $ 475 $ 58 $ (31,027) (99.8)%
Recommended Budget Summary of Operations:

Services & Supplies Category 7,048 57,960 23 47,060 (10,900) (18.8)
Net County Cost $ 441,688 $ 745,316 $ 580,107 $ 779,537 $ 34,221 4.6%

019 - Capital Acquisition Financing Appendix


Revenue from Use of Money and $ 27 $ 6,918,830 $ 0 $ 0 $ (6,918,830) (100.0)%
Property Category
Miscellaneous Revenues Category 0 0 1,472,411 1,614,900 1,614,900 0.0
Total Revenues 2,107 6,918,830 1,472,411 1,614,900 (5,303,930) (76.7)
Services & Supplies 0 (400) 0 0 400 (100.0)
Other Charges Category 0 6,299,239 6,295,663 8,345,300 2,046,061 32.5
Other Financing Uses Category 0 2,805,000 2,805,000 1,635,200 (1,169,800) (41.7)
Intrafund Transfers Category (1,000) (2,184,892) (7,628,351) (8,365,700) (6,180,808) 282.9
Net County Cost $ 7,494 $ 50,000 $ 9,901 $ 50,000 $ 0 0.0%

Appendix 022 - Prepaid Pension Obligation


Revenue from Use of Money and $ 15,977 $ 0 $ 500 $ 0 $ 0 0.0%
Property Category
Other Financing Sources Category 0 100,000 0 0 (100,000) (100.0)
Total Revenues 41,895 121,480 32,205 9,500 (111,980) (92.2)
Services & Supplies (119,253) (72,170) (92,350) (66,000) 6,170 (8.6)
Other Charges Category 9,264,752 8,550,850 4,809,862 891,400 (7,659,450) (89.6)
Intrafund Transfers Category (9,119,581) (8,357,200) (4,685,807) (815,900) 7,541,300 (90.2)
Net County Cost $ (15,977) $ 0 $ (500) $ 0 $ 0 0.0%

024 - OC Animal Care Appendix


Licenses, Permits & Franchises $ 0 $ 5,370,900 $ 4,672,651 $ 5,161,400 $ (209,500) (3.9)%
Category
Fines, Forfeitures & Penalties 0 751,000 861,798 809,200 58,200 7.8
Category
Intergovernmental Revenues 0 181,300 484,154 0 (181,300) (100.0)
Category
Charges For Services Category 0 15,670,230 14,132,286 15,682,415 12,185 0.1
Miscellaneous Revenues Category 0 49,000 45,258 37,000 (12,000) (24.5)
Other Financing Sources Category 0 143,000 24,341 103,700 (39,300) (27.5)
Total Revenues 0 22,165,430 20,220,488 21,793,715 (371,715) (1.7)
Salaries & Benefits Category 0 14,353,710 13,147,151 14,243,962 (109,748) (0.8)
Services & Supplies Category 0 8,099,837 7,712,191 8,018,403 (81,434) (1.0)
Other Charges Category 0 450,000 0 477,600 27,600 6.1
Total Requirements 0 23,359,176 21,314,971 22,744,461 (614,715) (2.6)
Net County Cost $ 0 $ 1,193,746 $ 1,094,483 $ 950,746 $ (243,000) (20.4)%

Appendix 025 - County Counsel


Category
Total Revenues 3,555,266 4,333,755 3,793,260 3,428,103 (905,652) (20.9)
Other Charges Category 0 0 0 292,866 292,866 0.0
Net County Cost $ 7,208,028 $ 7,025,219 $ 6,622,210 $ 7,025,219 $ 0 0.0%
Recommended Budget Summary of Executive Management:

Net County Cost $ 495,146 $ 522,404 $ 526,499 $ 537,165 $ 14,761 2.8%

025 - County Counsel Appendix
Recommended Budget Summary of DA-PA/Probate, Litigation & PG/Mental Health:

(1) (1)
Charges For Services Category $ 15,261 $ 0 $ 60,235 $ 0 $ 0 0.0%
Total Revenues 15,284 0 60,235 0 0 0.0
Net County Cost $ 2,541,800 $ 1,889,647 $ 2,171,824 $ 1,691,819 $ (197,828) (10.5)%
Recommended Budget Summary of Child Protection Trials, Child Protection AAIT &
Development:
Total Revenues 1,626,699 1,799,122 1,764,609 1,895,971 96,849 5.4
Total Requirements (1,358,865) (618,588) (1,177,155) (1,091,784) (473,196) 76.5
Net County Cost $ (2,985,564) $ (2,417,710) $ (2,941,764) $ (2,987,755) $ (570,045) 23.6%
Recommended Budget Summary of Administration and Support Services:

Category
Charges For Services Category 1,793 0 10 0 0 0.0
Total Revenues 489,130 1,127,925 667,962 0 (1,127,925) (100.0)
Net County Cost $ 3,945,891 $ 3,997,185 $ 3,605,207 $ 4,832,528 $ 835,343 20.9%

Appendix 025 - County Counsel
Recommended Budget Summary of Finance/Administration, Government Services &

Human Resources:
Total Revenues 1,423,809 1,406,708 1,300,454 1,532,132 125,424 8.9
Net County Cost $ 2,462,106 $ 2,231,144 $ 2,467,603 $ 2,126,205 $ (104,939) (4.7)%
Recommended Budget Summary of Fraud Hotline:

Net County Cost $ 345,500 $ 368,929 $ 366,312 $ 374,604 $ 5,675 1.5%
Recommended Budget Summary of JWA Advisory:

Charges For Services Category $ 345 $ 0 $ 0 $ 0 $ 0 0.0%
Salaries & Benefits Category 403,098 433,620 426,452 450,653 17,033 3.9
Services & Supplies Category 396 0 77 0 0 0.0
Net County Cost $ 403,149 $ 433,620 $ 426,529 $ 450,653 $ 17,033 3.9%

026 - District Attorney - Public Administrator Appendix


Fines, Forfeitures & Penalties $ 215,859 $ 194,421 $ 112,758 $ 191,142 $ (3,279) (1.7)%
Category
Category
Miscellaneous Revenues Category 2,289 0 3,376 1,819 1,819 0.0
Other Financing Sources Category 4,695,813 13,509,980 8,811,258 13,643,142 133,162 1.0
Total Revenues 88,562,531 88,173,734 90,951,073 102,042,068 13,868,334 15.7
Salaries & Benefits Category 144,090,399 150,995,857 151,330,050 158,248,409 7,252,552 4.8
Other Charges Category 2,205,720 1,986,211 1,986,211 526,773 (1,459,438) (73.5)
Equipment Category 2,033,025 1,421,037 1,421,037 1,211,000 (210,037) (14.8)
Intangible Assets-Amortizable 203,284 0 0 0 0 0.0
Category
Other Financing Uses Category 1,054,980 0 0 225,359 225,359 0.0
Net County Cost $ 73,149,396 $ 79,795,415 $ 79,795,415 $ 71,095,186 $ (8,700,229) (10.9)%

Appendix 026 - District Attorney - Public Administrator
Recommended Budget Summary of Administrative Services:

(1) (1)
Intergovernmental Revenues $ 20,804,311 $ 17,495,934 $ 20,293,482 $ 26,337,599 $ 8,841,665 50.5%
Category
Charges For Services Category 69,211 176,069 1,266,349 58,141 (117,928) (67.0)
Other Financing Sources Category 246,260 974,665 451,537 1,376,576 401,911 41.2
Total Revenues 21,121,612 18,646,668 22,013,298 27,774,135 9,127,467 49.0
Other Charges Category 2,130,720 1,986,211 1,986,211 0 (1,986,211) (100.0)
Equipment Category 1,806,213 1,191,000 1,191,000 1,211,000 20,000 1.7
Category
Intrafund Transfers Category (1,737,899) (689,666) (1,782,775) (689,666) 0 -0.0
Net County Cost $ 12,181,835 $ 13,572,712 $ 13,572,712 $ 5,183,832 $ (8,388,880) (61.8)%
Recommended Budget Summary of Bureau Of Investigation:

Category
Charges For Services Category 568,296 506,012 673,511 659,607 153,595 30.4
Other Financing Sources Category 766,752 1,013,487 516,019 3,681,786 2,668,299 263.3
Total Revenues 23,981,012 21,991,723 23,175,860 27,946,309 5,954,586 27.1
Intrafund Transfers Category (6,285,889) (6,706,142) (6,995,944) (6,706,142) 0 -0.0
Net County Cost $ 26,859,653 $ 27,989,396 $ 27,989,395 $ 24,674,173 $ (3,315,223) (11.8)%

026 - District Attorney - Public Administrator Appendix
Recommended Budget Summary of Prosecution:

(1) (1)
Category
Category
Miscellaneous Revenues Category 137 0 1,446 0 0 0.0
Other Financing Sources Category 3,682,801 11,521,828 7,843,702 8,584,780 (2,937,048) (25.5)
Total Revenues 43,459,907 47,535,343 45,761,915 46,321,624 (1,213,719) (2.5)
Other Charges Category 75,000 0 0 423,478 423,478 0.0
Net County Cost $ 34,107,908 $ 38,233,307 $ 38,233,308 $ 41,237,181 $ 3,003,874 7.9%

Appendix 027 - Department of Child Support Services


Category
Miscellaneous Revenues Category 22,760 5,000 4,879 5,000 0 0.0
Total Revenues 56,114,988 59,846,176 54,727,381 56,800,000 (3,046,176) (5.1)
Services & Supplies 0 0 (103) 0 0 0.0
Other Charges Category 1,362,045 1,400,699 1,400,699 1,455,328 54,629 3.9
Equipment Category 107,388 0 0 20,000 20,000 0.0
Category
Intrafund Transfers Category 0 (104,950) (111,539) (90,687) 14,263 (13.6)
Net County Cost $ (305) $ 0 $ 0 $ 0 $ 0 0.0%
Recommended Budget Summary of Case Management Operations:

Services & Supplies Category 23,370 0 0 0 0 0.0
Net County Cost $ 17,021,214 $ 16,966,550 $ 43,261,345 $ 16,522,747 $ (443,803) (2.6)%

027 - Department of Child Support Services Appendix
Recommended Budget Summary of Customer Support Operations:

(1) (1)
Salaries & Benefits Category $ 15,169,155 $ 16,354,526 $ 0 $ 15,757,951 $ (596,575) (3.6)%
Total Requirements 15,197,689 16,354,526 0 15,757,951 (596,575) (3.6)
Net County Cost $ 15,197,689 $ 16,354,526 $ 0 $ 15,757,951 $ (596,575) (3.6)%
Recommended Budget Summary of Program Support Services:

Category
Total Revenues 56,114,988 59,846,176 54,727,381 56,800,000 (3,046,176) (5.1)
Salaries & Benefits Category 9,118,969 9,228,075 37,066 9,267,111 39,036 0.4
Services & Supplies 0 0 (103) 0 0 0.0
Category
Intrafund Transfers Category 0 (104,950) (111,539) (90,687) 14,263 (13.6)
Net County Cost $ (35,509,747) $ (36,926,049) $ (43,261,345) $ (36,003,216) $ 922,833 (2.5)%
Recommended Budget Summary of Legal Services Attorneys:

(1) (1)
Salaries & Benefits Category $ 3,275,755 $ 3,604,973 $ 0 $ 3,722,518 $ 117,545 3.3%
Total Requirements 3,290,539 3,604,973 0 3,722,518 117,545 3.3
Net County Cost $ 3,290,539 $ 3,604,973 $ 0 $ 3,722,518 $ 117,545 3.3%

Appendix 029 - Public Administrator


Revenue from Use of Money and $ 623,286 $ 450,000 $ 450,841 $ 300,000 $ (150,000) (33.3)%
Property Category
Charges For Services Category 914,983 850,000 850,000 1,096,000 246,000 28.9
Total Revenues 1,538,268 1,348,000 1,348,841 1,431,000 83,000 6.2
Services & Supplies 0 (50,000) 0 0 50,000 (100.0)
Category
Net County Cost $ 2,090,011 $ 2,456,240 $ 2,455,399 $ 2,456,240 $ 0 0.0%

030 - Health Care Agency - Public Guardian Appendix


Revenue from Use of Money and $ 286,872 $ 210,000 $ 175,000 $ 210,000 $ 0 0.0%
Property Category
Intergovernmental Revenues 69,513 275,620 264,364 106,631 (168,989) (61.3)
Category
Other Financing Sources Category 123 3,616 3,616 200 (3,416) (94.5)
Total Revenues 749,731 1,047,057 902,338 775,989 (271,068) (25.9)
Other Charges Category 1,780 2,229 2,229 59,632 57,403 2,575.3
Other Financing Uses Category 0 56,497 56,497 0 (56,497) (100.0)
Net County Cost $ 4,364,481 $ 4,753,846 $ 4,646,206 $ 4,753,846 $ 0 0.0%

Appendix 031 - Registrar of Voters


Fines, Forfeitures & Penalties $ (870) $ 4,000 $ 4,000 $ 4,000 $ 0 0.0%
Category
Intergovernmental Revenues 16,820,816 2,800,100 1,949,247 364,302 (2,435,798) (87.0)
Category
Charges For Services Category 4,043,896 12,644,884 13,446,440 2,399,400 (10,245,484) (81.0)
Total Revenues 20,903,408 15,452,984 15,416,180 2,779,602 (12,673,382) (82.0)
Salaries & Benefits Category 9,897,674 11,808,241 11,824,314 10,669,454 (1,138,787) (9.6)
Equipment Category 16,712,362 1,444,414 70,758 0 (1,444,414) (100.0)
Structures & Improvements Category 217,202 542 503 0 (542) (100.0)
Intangible Assets-Amortizable 193,552 193,552 193,552 193,552 0 0.0
Category
Intrafund Transfers Category (16,274) 0 (904) 0 0 0.0
Net County Cost $ 21,786,902 $ 12,275,615 $ 13,549,921 $ 18,402,327 $ 6,126,712 49.9%

031 - Registrar of Voters Appendix
Recommended Budget Summary of Registrar Of Voters:

(1) (1)
Fines, Forfeitures & Penalties $ 0 $ 0 $ 4,000 $ 0 $ 0 0.0%
Category
Intergovernmental Revenues 147,862 1,023,352 1,949,247 194,302 (829,050) (81.0)
Category
Charges For Services Category 822 6,238,775 13,446,440 0 (6,238,775) (100.0)
Total Revenues 163,254 7,264,127 15,416,180 206,202 (7,057,925) (97.2)
Salaries & Benefits Category 462,239 358,351 11,824,314 355,600 (2,751) (0.8)
Equipment Category 14,495,294 0 70,758 0 0 0.0
Structures & Improvements Category 217,202 542 503 0 (542) (100.0)
Intangible Assets-Amortizable 0 0 193,552 0 0 0.0
Category
Net County Cost $ 16,507,180 $ (193,042) $ 13,549,921 $ 2,023,276 $ 2,216,318 (1,148.1)%

Intergovernmental Revenues $ 183,390 $ 160,000 $ 0 $ 170,000 $ 10,000 6.3%
Category
Charges For Services Category 41,612 57,000 0 60,400 3,400 6.0
Miscellaneous Revenues Category 2,887 2,000 0 0 (2,000) (100.0)
Total Revenues 227,962 219,000 0 230,400 11,400 5.2
Salaries & Benefits Category 832,817 1,007,829 0 872,783 (135,046) (13.4)
Services & Supplies Category 1,095,537 608,067 0 644,801 36,734 6.0
Net County Cost $ 1,700,392 $ 1,396,896 $ 0 $ 1,287,184 $ (109,712) (7.8)%

Appendix 031 - Registrar of Voters
Recommended Budget Summary of Election Services:

(1) (1)
Intergovernmental Revenues $ 16,489,564 $ 1,616,748 $ 0 $ 0 $ (1,616,748) (100.0)%
Category
Charges For Services Category 3,544,863 5,950,000 0 1,930,000 (4,020,000) (67.6)
Total Revenues 20,042,432 7,566,748 0 1,930,000 (5,636,748) (74.5)
Salaries & Benefits Category 4,804,478 5,966,683 0 5,299,490 (667,193) (11.2)
Services & Supplies Category 10,744,242 6,336,435 0 6,965,272 628,837 9.9
Equipment Category 2,217,068 1,414,414 0 0 (1,414,414) (100.0)
Total Requirements 17,751,379 13,717,532 0 12,264,762 (1,452,770) (10.6)
Net County Cost $ (2,291,053) $ 6,150,784 $ 0 $ 10,334,762 $ 4,183,978 68.0%
Recommended Budget Summary of Information & Technology:

Charges For Services Category $ 16,901 $ 20,000 $ 0 $ 0 $ (20,000) (100.0)%
Total Revenues 22,901 20,000 0 0 (20,000) (100.0)
Services & Supplies Category 318,609 342,971 0 563,762 220,791 64.4
Equipment Category 0 30,000 0 0 (30,000) (100.0)
Intangible Assets-Amortizable 193,552 193,552 0 193,552 0 0.0
Category
Intrafund Transfers Category (81) 0 0 0 0 0.0
Net County Cost $ 2,612,163 $ 2,925,825 $ 0 $ 3,007,376 $ 81,551 2.8%

031 - Registrar of Voters Appendix
Recommended Budget Summary of Candidate & Voter Services:

(1) (1)
Fines, Forfeitures & Penalties $ (870) $ 4,000 $ 0 $ 4,000 $ 0 0.0%
Category
Charges For Services Category 439,697 379,109 0 409,000 29,891 7.9
Total Revenues 438,827 383,109 0 413,000 29,891 7.8
Salaries & Benefits Category 759,775 889,478 0 876,575 (12,903) (1.5)
Total Requirements 1,079,898 983,028 0 964,285 (18,743) (1.9)
Net County Cost $ 641,071 $ 599,919 $ 0 $ 551,285 $ (48,634) (8.1)%
Recommended Budget Summary of Community Outreach:

Miscellaneous Revenues Category $ 8,032 $ 0 $ 0 $ 0 $ 0 0.0%
Total Revenues 8,032 0 0 0 0 0.0
Salaries & Benefits Category 915,573 1,206,598 0 1,014,944 (191,654) (15.9)
Services & Supplies Category 1,709,938 188,635 0 183,500 (5,135) (2.7)
Net County Cost $ 2,617,343 $ 1,395,233 $ 0 $ 1,198,444 $ (196,789) (14.1)%
Recommended Budget Summary of Printing & Graphics:

Salaries & Benefits Category $ (192) $ 0 $ 0 $ 0 $ 0 0.0%
Total Requirements (192) 0 0 0 0 0.0
Net County Cost $ (192) $ 0 $ 0 $ 0 $ 0 0.0%

Appendix 032 - Emergency Management Division


Intergovernmental Revenues $ 1,668,610 $ 0 $ 0 $ 0 $ 0 0.0%
Category
Total Revenues 2,178,786 0 0 0 0 0.0
Net County Cost $ 1,310,751 $ 0 $ 0 $ 0 $ 0 0.0%

034 - OC Watersheds Appendix
034 - OC Watersheds
034 - OC Watersheds

Fines, Forfeitures & Penalties $ 0 $ 6,000 $ 0 $ 6,000 $ 0 0.0%
Category
Category
Total Revenues 14,566,261 17,948,636 16,459,900 17,207,129 (741,507) (4.1)
Other Charges Category 394,182 717,176 608,276 406,217 (310,959) (43.4)
Category
Other Financing Uses Category 167,558 113,000 113,000 0 (113,000) (100.0)
Special Items Category 0 133,491 133,491 0 (133,491) (100.0)
Net County Cost $ 316,317 $ 0 $ 0 $ 0 $ 0 0.0%

Appendix 035 - CEO Real Estate


Category
Miscellaneous Revenues Category 1,000 1,000 1,000 0 (1,000) (100.0)
Total Revenues 5,221,668 4,683,105 5,815,860 4,899,321 216,216 4.6
Other Charges Category 10,224 623,518 623,518 683,107 59,589 9.6
Category
Intrafund Transfers Category (976,061) (1,943,130) (1,009,102) (1,176,265) 766,865 (39.5)
Net County Cost $ 3,193,438 $ 3,944,198 $ 3,944,198 $ 3,944,198 $ 0 0.0%

036 - Capital Projects Appendix


Charges For Services Category $ 425,804 $ 0 $ 0 $ 0 $ 0 0.0%
Other Financing Sources Category 59,444,836 5,000,000 5,000,000 0 (5,000,000) (100.0)
Total Revenues 60,104,839 5,000,000 5,352,680 0 (5,000,000) (100.0)
Other Charges Category 28,035,309 0 0 0 0 0.0
Structures & Improvements Category 19,307,344 0 0 0 0 0.0
Net County Cost $ 64,790,148 $ 24,958,893 $ 24,958,893 $ 17,990,893 $ (6,968,000) (27.9)%

Appendix 037 - OCIT Shared Services


Total Revenues 3,193,261 3,036,410 4,068,236 3,771,603 735,193 24.2
Equipment Category 7,400 15,000 15,000 15,000 0 0.0
Intrafund Transfers Category (17,867,373) (22,403,664) (19,614,883) (21,733,590) 670,074 (3.0)
Net County Cost $ (1,362) $ 0 $ 0 $ 0 $ 0 0.0%

038 - Data Systems Development Projects Appendix


Miscellaneous Revenues Category $ 1,159,321 $ 0 $ 0 $ 0 $ 0 0.0%
Other Financing Sources Category 5,340,016 0 0 0 0 0.0
Total Revenues 6,499,337 0 0 0 0 0.0
Other Financing Uses Category 7,024,348 4,000,000 4,000,000 4,000,000 0 0.0
Total Requirements 10,499,337 4,000,000 4,000,000 4,000,000 0 0.0
Net County Cost $ 4,000,000 $ 4,000,000 $ 4,000,000 $ 4,000,000 $ 0 0.0%

Appendix 039 - IBM Mainframe
039 - IBM Mainframe

039 - IBM Mainframe

Services & Supplies Category $ 2,395,550 $ 2,395,550 $ 2,395,550 $ 2,395,550 $ 0 0.0%
Net County Cost $ 2,395,550 $ 2,395,550 $ 2,395,550 $ 2,395,550 $ 0 0.0%

040 - Utilities Appendix
040 - Utilities
040 - Utilities

Intergovernmental Revenues $ 7,139 $ 0 $ 17,122 $ 0 $ 0 0.0%
Category
Other Financing Sources Category 0 4,213,072 1,180,102 4,549,259 336,187 8.0
Total Revenues 7,129,246 10,974,772 7,771,828 11,469,259 494,487 4.5
Services & Supplies (7,206,349) (7,390,200) (7,596,769) (7,600,000) (209,800) 2.8
Other Charges Category 4,837,674 5,152,000 4,861,365 5,094,250 (57,750) (1.1)
Structures & Improvements Category 0 0 0 4,513,289 4,513,289 0.0
Other Financing Uses Category 1,148,051 448,100 448,100 450,000 1,900 0.4
Special Items Category 0 929,982 0 0 (929,982) (100.0)
Net County Cost $ 18,997,158 $ 19,412,893 $ 19,412,890 $ 19,412,893 $ 0 0.0%

Appendix 041 - Grand Jury
041 - Grand Jury

041 - Grand Jury

Salaries & Benefits Category $ 2,120 $ 0 $ 0 $ 0 $ 0 0.0%
Total Requirements 585,885 585,885 583,663 585,885 0 0.0
Net County Cost $ 585,885 $ 585,885 $ 583,663 $ 585,885 $ 0 0.0%

042 - Health Care Agency Appendix


Licenses, Permits & Franchises $ 1,431,076 $ 1,591,308 $ 1,303,812 $ 1,403,851 $ (187,457) (11.8)%
Category
Fines, Forfeitures & Penalties 27,984 34,339 14,172 32,589 (1,750) (5.1)
Category
Revenue from Use of Money and 2,128,140 1,966,214 1,995,811 1,966,214 0 0.0
Property Category
Category
Miscellaneous Revenues Category 3,197,437 2,338,021 3,271,813 2,669,205 331,184 14.2
Total Revenues 688,986,538 1,095,253,056 1,123,557,738 796,171,997 (299,081,059) (27.3)
Services & Supplies 0 (8,000) (8,000) (8,000) 0 -0.0
Other Charges Category 5,518,931 7,632,434 6,819,360 18,506,800 10,874,366 142.5
Equipment Category 2,213,262 11,174,000 12,393,769 1,013,200 (10,160,800) (90.9)
Intangible Assets-Amortizable 0 0 0 5,810,560 5,810,560 0.0
Category
Other Financing Uses Category 58,991,015 800,000 4,213,987 800,000 0 0.0
Total Requirements 795,119,529 1,169,199,865 1,186,155,673 896,805,979 (272,393,886) (23.3)
Net County Cost $ 106,132,992 $ 73,946,809 $ 62,597,935 $ 100,633,982 $ 26,687,173 36.1%

Appendix 042 - Health Care Agency
Recommended Budget Summary of Public Health Services:

(1) (1)
Licenses, Permits & Franchises $ 67,648 $ 65,790 $ 75,265 $ 67,106 $ 1,316 2.0%
Category
Fines, Forfeitures & Penalties 27,288 32,589 14,172 32,589 0 0.0
Category
Category
Miscellaneous Revenues Category 24,696 399 40,658 230,075 229,676 57,562.9
Total Revenues 111,754,980 180,156,181 250,042,811 132,063,225 (48,092,956) (26.7)
Other Charges Category 912,982 1,348,562 947,333 2,177,043 828,481 61.4
Equipment Category 465,256 4,374,000 3,272,664 120,000 (4,254,000) (97.3)
Category
Net County Cost $ 1,906,578 $ (1,376,052) $ 1,420,097 $ 5,051,595 $ 6,427,647 (467.1)%

Recommended Budget Summary of Behavioral Health Services:

(1) (1)
Revenue from Use of Money and $ 1,778,307 $ 1,616,214 $ 1,645,811 $ 1,616,214 $ 0 0.0%
Property Category
Category
Total Revenues 445,866,974 544,584,582 484,757,151 507,329,210 (37,255,372) (6.8)
Equipment Category 1,284,923 4,097,000 3,185,843 500,000 (3,597,000) (87.8)
Category
Other Financing Uses Category 52,230,663 200,000 3,613,987 200,000 0 0.0
Net County Cost $ 11,596,807 $ 6,002,608 $ 4,670,197 $ 5,401,104 $ (601,504) (10.0)%
Recommended Budget Summary of Correctional Health Services:

Fines, Forfeitures & Penalties $ 0 $ 1,750 $ 0 $ 0 $ (1,750) (100.0)%
Category
Category
Other Financing Sources Category 1,290,624 2,635,449 1,362,860 2,619,489 (15,960) (0.6)
Total Revenues 33,500,330 72,285,650 64,936,278 37,733,753 (34,551,897) (47.8)
Equipment Category 157,870 0 469,614 0 0 0.0
Intrafund Transfers Category (2,274,331) (2,311,653) (953,121) (2,453,936) (142,283) 6.2
Net County Cost $ 54,712,880 $ 47,433,663 $ 37,201,417 $ 67,663,215 $ 20,229,552 42.6%

Appendix 042 - Health Care Agency
Recommended Budget Summary of Integrated Care Services:

(1) (1)
Category
Charges For Services Category 0 415,610 0 0 (415,610) (100.0)
Total Revenues 18,854,953 107,382,225 98,745,958 41,027,187 (66,355,038) (61.8)
Other Charges Category 624 0 576,094 0 0 0.0
Equipment Category 0 0 164,437 0 0 0.0
Other Financing Uses Category 5,887,650 0 0 0 0 0.0
Net County Cost $ 19,885,093 $ 14,187,083 $ 11,089,780 $ 14,290,226 $ 103,143 0.7%
Recommended Budget Summary of Regulatory/Medical Services:

Licenses, Permits & Franchises $ 1,363,429 $ 1,525,518 $ 1,228,547 $ 1,336,745 $ (188,773) (12.4)%
Category
Fines, Forfeitures & Penalties 696 0 0 0 0 0.0
Category
Category
Charges For Services Category 24,593,064 21,875,575 23,622,623 85,600 (21,789,975) (99.6)
Miscellaneous Revenues Category 25,131 231,811 1,047,209 24 (231,787) (100.0)
Total Revenues 75,132,365 178,804,618 205,139,569 64,831,541 (113,973,077) (63.7)
Services & Supplies 0 (8,000) (8,000) (8,000) 0 -0.0
Other Charges Category 749 0 5,128 1,687,121 1,687,121 0.0
Equipment Category 95,686 2,703,000 4,917,763 14,000 (2,689,000) (99.5)
Net County Cost $ 16,392,665 $ 6,768,778 $ 7,551,903 $ 7,083,845 $ 315,067 4.7%

Recommended Budget Summary of HCA Administration:

Property Category
Intergovernmental Revenues 1,574,038 0 17,886,655 0 0 0.0
Category
Total Revenues 3,876,936 12,039,800 19,935,971 13,187,081 1,147,281 9.5
Services & Supplies Category (18,817,112) (12,869,487) (6,271,599) (17,344,881) (4,475,394) 34.8
Other Charges Category 4,273 0 4,606 1,294,463 1,294,463 0.0
Equipment Category 209,527 0 383,448 379,200 379,200 0.0
Category
Net County Cost $ 1,638,970 $ 930,729 $ 664,541 $ 1,143,997 $ 213,268 22.9%

Appendix 045 - Juvenile Justice Commission


Services & Supplies Category $ 180,151 $ 180,151 $ 180,151 $ 180,151 $ 0 0.0%
Net County Cost $ 180,151 $ 180,151 $ 180,151 $ 180,151 $ 0 0.0%

047 - Sheriff Court Operations Appendix


Intergovernmental Revenues $ 44,504,563 $ 0 $ 0 $ 0 $ 0 0.0%
Category
Total Revenues 44,534,470 0 0 0 0 0.0
Net County Cost $ 16,474,699 $ 0 $ 0 $ 0 $ 0 0.0%

Appendix 048 - Detention Release


Charges For Services Category $ 21,072 $ 10,000 $ 10,000 $ 10,000 $ 0 0.0%
Total Revenues 21,072 10,000 10,000 10,000 0 0.0
Services & Supplies Category 2,038,285 1,698,715 1,698,715 1,698,715 0 0.0
Net County Cost $ 2,017,213 $ 1,688,715 $ 1,688,715 $ 1,688,715 $ 0 0.0%

050 - Performance Audit Appendix
050 - Performance Audit

050 - Performance Audit

Services & Supplies Category $ 360,171 $ 802,766 $ 480,000 $ 0 $ (802,766) (100.0)%
Total Requirements 360,171 802,766 480,000 0 (802,766) (100.0)
Net County Cost $ 360,171 $ 802,766 $ 480,000 $ 0 $ (802,766) (100.0)%

Appendix 051 - Office of Independent Review


Other Charges Category 0 10,781 36,252 0 (10,781) (100.0)
Net County Cost $ 94,229 $ 587,176 $ 587,176 $ 626,950 $ 39,774 6.8%

052 - OC Campaign Finance and Ethics Commission Appendix


Total Revenues 4,950 3,750 3,750 3,750 0 0.0
Net County Cost $ 427,900 $ 451,656 $ 446,500 $ 451,656 $ 0 0.0%

Appendix 054 - Human Resource Services


Intergovernmental Revenues $ 469,224 $ 778,671 $ 6,095,225 $ 0 $ (778,671) (100.0)%
Category
Total Revenues 2,763,684 3,567,162 8,273,392 2,269,054 (1,298,108) (36.4)
Category
Net County Cost $ 3,912,900 $ 4,386,523 $ 4,386,523 $ 4,450,648 $ 64,125 1.5%

056 - Employee Benefits Appendix


Intergovernmental Revenues $ 57,987 $ 0 $ 143,617 $ 52,813 $ 52,813 0.0%
Category
Total Revenues 1,579,826 1,627,667 1,657,792 1,822,692 195,025 12.0
Net County Cost $ 266,855 $ 464,883 $ 131,849 $ 464,883 $ 0 0.0%

Appendix 057 - Probation
057 - Probation
057 - Probation

Fines, Forfeitures & Penalties $ 5,069,118 $ 5,425,850 $ 3,916,084 $ 139,424 $ (5,286,426) (97.4)%
Category
Revenue from Use of Money and 234 1,600 250 250 (1,350) (84.4)
Property Category
Category
Charges For Services Category 1,480,207 1,548,408 515,595 340,227 (1,208,181) (78.0)
Other Financing Sources Category 116,316 397,811 383,848 183,184 (214,627) (54.0)
Total Revenues 82,788,272 85,518,700 85,309,011 88,077,186 2,558,486 3.0
Category
Other Financing Uses Category 626,271 453,387 453,387 613,047 159,660 35.2
Net County Cost $ 102,645,317 $ 109,161,960 $ 99,133,624 $ 105,147,195 $ (4,014,765) (3.7)%
Recommended Budget Summary of Chief Probation Officer Bureau:

Total Revenues 712 500 500 500 0 0.0
Salaries & Benefits Category 816,353 1,240,512 1,281,041 1,257,593 17,081 1.4
Services & Supplies Category (827,416) (1,256,331) (1,299,125) (1,276,013) (19,682) 1.6
Total Requirements 920 500 500 500 0 0.0
Net County Cost $ 208 $ 0 $ 0 $ 0 $ 0 0.0%

057 - Probation Appendix
Recommended Budget Summary of Adult Operations Bureau:

(1) (1)
Fines, Forfeitures & Penalties $ 4,932,818 $ 5,290,000 $ 3,801,685 $ 95,000 $ (5,195,000) (98.2)%
Category
Revenue from Use of Money and 234 1,600 250 250 (1,350) (84.4)
Property Category
Category
Total Revenues 26,948,873 27,379,638 26,152,274 28,134,869 755,231 2.8
Other Financing Uses Category 88,378 9,453 9,453 133,320 123,867 1,310.3
Net County Cost $ 41,800,797 $ 43,013,933 $ 43,912,938 $ 44,309,387 $ 1,295,454 3.0%
Recommended Budget Summary of Juvenile Operations Bureau:

Fines, Forfeitures & Penalties $ 0 $ 0 $ 30 $ 0 $ 0 0.0%
Category
Category
Total Revenues 53,789,228 53,160,664 57,607,119 59,051,090 5,890,426 11.1
Net County Cost $ 61,078,718 $ 67,948,082 $ 55,220,686 $ 60,837,808 $ (7,110,274) (10.5)%

Appendix 057 - Probation
Recommended Budget Summary of Operations Support Bureau:

Category
Intergovernmental Revenues 1,520,288 4,470,540 1,156,361 593,076 (3,877,464) (86.7)
Category
Total Revenues 2,049,460 4,977,898 1,549,118 890,727 (4,087,171) (82.1)
Services & Supplies Category (33,181,140) (31,561,056) (30,614,977) (32,512,339) (951,283) 3.0
Category
Total Requirements 1,815,055 3,177,843 1,549,118 890,727 (2,287,116) (72.0)
Net County Cost $ (234,405) $ (1,800,055) $ 0 $ 0 $ 1,800,055 (100.0)%

058 - Public Defender Appendix


Category
Charges For Services Category 148,259 85,000 23,741 0 (85,000) (100.0)
Total Revenues 5,196,378 6,671,041 6,543,980 5,547,940 (1,123,101) (16.8)
Equipment Category 950,745 826,800 826,800 1,150,400 323,600 39.1
Intrafund Transfers Category (1,453,181) (67,775) (67,775) (73,000) (5,225) 7.7
Net County Cost $ 77,004,655 $ 83,070,428 $ 82,688,722 $ 82,243,628 $ (826,800) (1.0)%
Recommended Budget Summary of Executive Management:

Salaries & Benefits Category $ 467,072 $ 476,255 $ 0 $ 510,400 $ 34,145 7.2%
Total Requirements 470,448 476,255 0 510,400 34,145 7.2
Net County Cost $ 470,448 $ 476,255 $ 0 $ 510,400 $ 34,145 7.2%

Appendix 058 - Public Defender
Recommended Budget Summary of Public Defender Unit:

(1) (1)
Category
Charges For Services Category 148,259 85,000 23,741 0 (85,000) (100.0)
Total Revenues 5,196,378 6,671,041 6,543,980 5,547,940 (1,123,101) (16.8)
Intrafund Transfers Category (1,453,181) (67,775) (67,775) (73,000) (5,225) 7.7
Net County Cost $ 66,148,853 $ 71,482,636 $ 82,688,722 $ 69,990,426 $ (1,492,210) (2.1)%
Recommended Budget Summary of Alternate Defender:

Other Charges Category 485 0 0 0 0 0.0
Net County Cost $ 9,198,038 $ 9,959,106 $ 0 $ 10,581,940 $ 622,834 6.3%
Recommended Budget Summary of Associate Defender:

Net County Cost $ 1,187,317 $ 1,152,431 $ 0 $ 1,160,862 $ 8,431 0.7%

059 - Clerk-Recorder Appendix

Category
Intergovernmental Revenues 380,160 591,356 442,227 0 (591,356) (100.0)
Category
Total Revenues 16,094,197 17,772,586 22,830,335 23,000,000 5,227,414 29.4
Other Charges Category 357 922,029 882,307 1,264,533 342,504 37.1
Other Financing Uses Category 2,279,323 502,000 6,622,177 5,002,000 4,500,000 896.4
Net County Cost $ 0 $ 0 $ 0 $ 0 $ 0 0.0%

Category
Charges For Services Category (2,650) 0 (1,017) 0 0 0.0
Other Financing Sources Category 10,981 962,402 36 1,000,000 37,598 3.9
Total Revenues 53,248 1,558,758 20,949 1,005,000 (553,758) (35.5)
Other Charges Category 357 922,029 882,307 1,264,533 342,504 37.1
Other Financing Uses Category 2,279,323 502,000 6,622,177 5,002,000 4,500,000 896.4
Net County Cost $ 5,165,026 $ 3,725,290 $ 10,882,934 $ 9,111,023 $ 5,385,733 144.6%

Appendix 059 - Clerk-Recorder
Recommended Budget Summary of Recorder Operations:

(1) (1)
Category
Total Revenues 10,944,810 10,695,000 17,641,590 16,590,000 5,895,000 55.1
Intrafund Transfers Category (15,668) (20,000) (487) (20,000) 0 -0.0
Net County Cost $ (8,117,993) $ (7,756,151) $ (14,736,414) $ (13,244,413) $ (5,488,262) 70.8%
Recommended Budget Summary of Clerk Operations:

(1) (1)
Category
Intergovernmental Revenues 215,586 0 271,550 0 0 0.0
Category
Miscellaneous Revenues Category 41,759 50,000 0 50,000 0 0.0
Total Revenues 4,116,229 4,667,828 3,910,780 4,091,100 (576,728) (12.4)
Services & Supplies Category 752,556 1,229,663 1,339,341 947,700 (281,963) (22.9)
Net County Cost $ (113,863) $ 184,728 $ 623,980 $ 391,283 $ 206,555 111.8%

059 - Clerk-Recorder Appendix
Recommended Budget Summary of Information Systems:

(1) (1)
Category
Charges For Services Category 880,061 850,000 1,124,373 1,312,900 462,900 54.5
Total Revenues 920,683 850,000 1,221,155 1,312,900 462,900 54.5
Services & Supplies Category 887,226 1,116,504 957,596 984,036 (132,468) (11.9)
Net County Cost $ 1,740,082 $ 2,430,467 $ 1,778,273 $ 2,187,159 $ (243,308) (10.0)%
Recommended Budget Summary of Financial Services:

(1) (1)
Category
Total Revenues 55,806 0 34,597 0 0 0.0
Salaries & Benefits Category 971,380 933,445 1,009,563 1,025,638 92,193 9.9
Net County Cost $ 1,037,650 $ 1,082,045 $ 1,100,530 $ 1,198,738 $ 116,693 10.8%
Recommended Budget Summary of Archives:

Category
Charges For Services Category 454 1,000 376 1,000 0 0.0
Total Revenues 3,420 1,000 1,264 1,000 0 0.0
Net County Cost $ 289,098 $ 333,621 $ 350,697 $ 356,210 $ 22,589 6.8%

Appendix 060 - Sheriff-Coroner

Category
Fines, Forfeitures & Penalties 1,519,849 1,767,556 986,686 1,088,467 (679,089) (38.4)
Category
Revenue from Use of Money and 248,827 244,331 88,656 240,734 (3,597) (1.5)
Property Category
Category
Miscellaneous Revenues Category 1,061,044 2,081,499 2,910,571 1,643,375 (438,124) (21.1)
Total Revenues 532,928,797 560,700,624 593,036,302 628,985,273 68,284,649 12.2
Other Charges Category 189,010 1,298,509 1,106,881 918,222 (380,287) (29.3)
Equipment Category 2,775,470 6,756,424 6,615,511 16,635,500 9,879,076 146.2
Structures & Improvements Category 0 750,000 563,346 0 (750,000) (100.0)
Intangible Assets-Amortizable 471,815 2,473,557 0 2,473,557 0 0.0
Category
Other Financing Uses Category 8,834,803 5,464,560 32,784,290 7,934,680 2,470,120 45.2
Net County Cost $ 207,956,058 $ 272,281,798 $ 288,049,900 $ 184,821,032 $ (87,460,766) (32.1)%

060 - Sheriff-Coroner Appendix
Recommended Budget Summary of Field Operations & Investigative Services

Command:
Fines, Forfeitures & Penalties $ 327,605 $ 394,837 $ 0 $ 180,669 $ (214,168) (54.2)%
Category
Intergovernmental Revenues 2,727,019 4,751,716 0 3,663,735 (1,087,981) (22.9)
Category
Charges For Services Category 187,957,504 195,371,311 0 203,580,112 8,208,801 4.2
Miscellaneous Revenues Category 62,220 2,096 0 22,403 20,307 968.9
Other Financing Sources Category 130,090 202,643 0 215,325 12,682 6.3
Total Revenues 191,204,438 200,722,603 0 207,662,244 6,939,641 3.5
Salaries & Benefits Category 217,560,799 235,106,587 0 244,084,623 8,978,036 3.8
Equipment Category 29,072 485,100 0 867,000 381,900 78.7
Other Financing Uses Category 556,367 556,367 0 744,670 188,303 33.9
Intrafund Transfers Category (12,613,408) (8,181,272) 0 (8,353,973) (172,701) 2.1
Total Requirements 210,483,158 234,019,618 0 243,869,797 9,850,179 4.2
Net County Cost $ 19,278,720 $ 33,297,015 $ 0 $ 36,207,553 $ 2,910,538 8.7%

Recommended Budget Summary of Investigations & Special Operations Command:

(1) (1)
Licenses, Permits & Franchises $ 0 $ 0 $ 940,283 $ 0 $ 0 0.0%
Category
Category
Revenue from Use of Money and 36,412 36,336 88,656 43,236 6,900 19.0
Property Category
Category
Miscellaneous Revenues Category 36,454 747,088 2,910,518 702,575 (44,513) (6.0)
Total Revenues 6,593,750 12,412,051 545,470,204 10,317,577 (2,094,474) (16.9)
Other Charges Category 128,297 1,245,000 1,106,881 520,772 (724,228) (58.2)
Equipment Category 1,466,745 2,603,243 6,615,511 3,413,500 810,257 31.1
Structures & Improvements Category 0 0 563,346 0 0 0.0
Other Financing Uses Category 523,265 518,138 32,749,127 510,298 (7,840) (1.5)
Intrafund Transfers Category (15,895) (24,000) (8,351,341) (12,000) 12,000 (50.0)
Net County Cost $ 89,907,256 $ 96,154,295 $ 273,841,241 $ 100,551,038 $ 4,396,743 4.6%

060 - Sheriff-Coroner Appendix
Recommended Budget Summary of Professional Services Command:

(1) (1)
Licenses, Permits & Franchises $ 399,462 $ 591,995 $ 0 $ 449,000 $ (142,995) (24.1)%
Category
Fines, Forfeitures & Penalties 401,983 458,166 0 253,174 (204,992) (44.7)
Category
Revenue from Use of Money and 20,694 24,770 0 482 (24,288) (98.0)
Property Category
Intergovernmental Revenues 217,304 284,089 0 224,468 (59,621) (21.0)
Category
Charges For Services Category 1,453,178 902,159 0 1,017,234 115,075 12.8
Miscellaneous Revenues Category 456,741 461,569 0 407,866 (53,703) (11.6)
Other Financing Sources Category 0 26,000 0 0 (26,000) (100.0)
Total Revenues 2,949,363 2,748,748 0 2,352,224 (396,524) (14.4)
Salaries & Benefits Category 42,206,619 50,444,964 0 59,569,757 9,124,793 18.1
Equipment Category 7,294 26,000 0 5,500,000 5,474,000 21,053.8
Intrafund Transfers Category (33,354) (75,500) 0 (75,500) 0 -0.0
Total Requirements 46,695,436 55,308,970 0 70,540,629 15,231,659 27.5
Net County Cost $ 43,746,073 $ 52,560,222 $ 0 $ 68,188,405 $ 15,628,183 29.7%
Recommended Budget Summary of Custody Operations Command:

Intergovernmental Revenues $ 16,408,407 $ 16,373,223 $ 0 $ 16,184,422 $ (188,801) (1.1)%
Category
Charges For Services Category 5,091,885 4,274,435 0 2,124,595 (2,149,840) (50.3)
Other Financing Sources Category 5,232,712 1,124,927 0 1,124,927 0 0.0
Total Revenues 26,856,524 22,047,196 0 19,590,785 (2,456,411) (11.1)
Salaries & Benefits Category 142,135,284 145,599,208 0 122,574,600 (23,024,608) (15.8)
Other Charges Category 0 50,500 0 50,500 0 0.0
Other Financing Uses Category 200,000 200,000 0 200,000 0 0.0
Intrafund Transfers Category (189,133) (6,500) 0 (6,500) 0 -0.0
Net County Cost $ 128,318,603 $ 136,643,381 $ 0 $ 116,925,996 $ (19,717,385) (14.4)%

Recommended Budget Summary of Administrative Services Command:

(1) (1)
Licenses, Permits & Franchises $ 160,011 $ 138,505 $ 0 $ 524,705 $ 386,200 278.8%
Category
Revenue from Use of Money and 191,721 183,225 0 197,016 13,791 7.5
Property Category
Intergovernmental Revenues 265,487,181 231,054,666 0 286,425,229 55,370,563 24.0
Category
Charges For Services Category 2,577,263 2,516,280 0 2,401,308 (114,972) (4.6)
Other Financing Sources Category 2,349,304 5,463,374 0 5,972,024 508,650 9.3
Total Revenues 271,057,220 239,879,331 0 295,842,183 55,962,852 23.3
Salaries & Benefits Category 62,018,674 48,305,719 0 11,428,283 (36,877,436) (76.3)
Services & Supplies Category 65,307,979 68,112,117 0 77,175,404 9,063,287 13.3
Other Charges Category 60,000 3,009 0 3,009 0 0.0
Equipment Category 1,247,306 3,642,081 0 6,405,000 2,762,919 75.9
Structures & Improvements Category 0 750,000 0 0 (750,000) (100.0)
Intangible Assets-Amortizable 471,815 2,473,557 0 2,473,557 0 0.0
Category
Other Financing Uses Category 7,555,171 4,154,892 0 6,367,309 2,212,417 53.3
Intrafund Transfers Category (258,707) (1,280,000) 0 (1,280,000) 0 -0.0
Net County Cost $ (134,654,981) $ (113,717,956) $ 0 $ (193,269,621) $ (79,551,665) 70.0%
Recommended Budget Summary of Corrections & Court Operations Command:

Category
Charges For Services Category 1,052,680 1,259,514 0 808,608 (450,906) (35.8)
Other Financing Sources Category 8,839,454 9,184,420 0 9,307,924 123,504 1.3
Total Revenues 34,267,502 82,890,695 47,566,098 93,220,260 10,329,565 12.5
Other Financing Uses Category 0 35,163 35,163 112,403 77,240 219.7
Intrafund Transfers Category (183,792) (435,000) 0 (135,000) 300,000 (69.0)
Net County Cost $ 61,360,387 $ 67,344,841 $ 14,208,659 $ 56,217,661 $ (11,127,180) (16.5)%

063 - Social Services Agency Appendix


Property Category
Category
Charges For Services Category 58,412 50,700 1,326,850 1,100,200 1,049,500 2,070.0
Total Revenues 869,032,983 985,805,188 934,741,271 980,029,724 (5,775,464) (0.6)
Structures & Improvements Category 1,822,499 3,838,714 3,891,916 5,880,000 2,041,286 53.2
Total Requirements 934,950,200 1,052,163,296 994,533,697 1,046,387,832 (5,775,464) (0.6)
Net County Cost $ 65,917,218 $ 66,358,108 $ 59,792,426 $ 66,358,108 $ 0 0.0%
Recommended Budget Summary of Family Self-Sufficiency / Adult Services:

(1) (1)
Category
Charges For Services Category 7,828 0 6,187 0 0 0.0
Total Revenues 320,171,181 352,828,224 336,092,986 361,432,211 8,603,987 2.4
Other Financing Uses Category 518,318 473,000 473,000 473,000 0 0.0
Intrafund Transfers Category 0 0 0 0 0 0.0
Net County Cost $ 5,913,036 $ 22,377,005 $ 16,543,761 $ 29,804,183 $ 7,427,178 33.2%

Appendix 063 - Social Services Agency
Recommended Budget Summary of Assistance Programs:

Property Category
Category
Total Revenues 244,896,531 250,876,969 235,547,833 264,767,676 13,890,707 5.5
Net County Cost $ (68,149,732) $ (63,163,133) $ (64,022,082) $ (79,583,122) $ (16,419,989) 26.0%
Recommended Budget Summary of Children & Family Services:

Category
Charges For Services Category 50,584 50,700 1,309,094 1,100,200 1,049,500 2,070.0
Total Revenues 283,051,229 328,532,199 318,987,893 342,340,305 13,808,106 4.2
Other Charges Category 114,574,792 119,760,564 115,674,988 119,756,127 (4,437) 0.0
Net County Cost $ 14,616,682 $ (14,799,251) $ (12,575,361) $ (11,489,806) $ 3,309,445 (22.4)%

063 - Social Services Agency Appendix

(1) (1)
Property Category
Category
Charges For Services Category 0 0 11,569 0 0 0.0
Total Revenues 20,914,042 53,567,796 44,112,559 11,489,532 (42,078,264) (78.5)
Structures & Improvements Category 170,948 1,480,000 1,514,323 0 (1,480,000) (100.0)
Other Financing Uses Category 379,048 68,055 68,055 59,791 (8,264) (12.1)
Net County Cost $ 113,537,231 $ 121,943,487 $ 119,846,108 $ 127,626,853 $ 5,683,366 4.7%

Appendix 071 - Building & Safety General Fund


Licenses, Permits & Franchises $ 11,892,271 $ 13,726,459 $ 11,881,092 $ 14,337,052 $ 610,593 4.5%
Category
Intergovernmental Revenues 44,410 2,500 32,883 2,500 0 0.0
Category
Other Financing Sources Category 800,907 188,782 463,738 350,000 161,218 85.4
Total Revenues 13,052,291 14,359,241 12,539,837 14,952,052 592,811 4.1
Other Charges Category 240 667,538 665,216 585,063 (82,475) (12.4)
Category
Net County Cost $ 84,000 $ 84,000 $ 84,000 $ 84,000 $ 0 0.0%

073 - Alternate Defense Appendix


Total Revenues 53,889 48,500 48,500 48,500 0 0.0
Services & Supplies Category 5,382,280 5,726,891 5,726,891 5,726,891 0 0.0
Net County Cost $ 5,328,391 $ 5,678,391 $ 5,678,391 $ 5,678,391 $ 0 0.0%

Appendix 074 - Treasurer-Tax Collector


Fines, Forfeitures & Penalties $ 904,176 $ 842,000 $ 818,770 $ 842,000 $ 0 0.0%
Category
Revenue from Use of Money and 18,301 9,495 10,912 9,495 0 0.0
Property Category
Category
Other Financing Sources Category 0 0 0 600,000 600,000 0.0
Total Revenues 10,616,368 11,986,205 11,485,152 12,947,456 961,251 8.0
Other Charges Category 0 1,280,322 1,280,322 1,447,520 167,198 13.1
Intangible Assets-Amortizable 0 600,000 0 600,000 0 0.0
Category
Other Financing Uses Category 0 0 600,000 0 0 0.0
Net County Cost $ 1,924,175 $ 3,723,128 $ 2,530,558 $ 2,832,725 $ (890,403) (23.9)%

074 - Treasurer-Tax Collector Appendix
Recommended Budget Summary of Treasury Division:

(1) (1)
Fines, Forfeitures & Penalties $ 882,381 $ 0 $ 814,357 $ 0 $ 0 0.0%
Category
Revenue from Use of Money and 18,301 0 10,912 0 0 0.0
Property Category
Intergovernmental Revenues 0 0 10,960 0 0 0.0
Category
Charges For Services Category 9,498,059 8,556,580 8,930,552 8,556,580 0 0.0
Other Financing Sources Category 0 0 0 600,000 600,000 0.0
Total Revenues 10,447,733 8,566,605 9,801,656 9,166,605 600,000 7.0
Services & Supplies Category 3,010,523 813,908 7,188,921 632,003 (181,905) (22.4)
Other Charges Category 0 0 1,280,322 0 0 0.0
Intangible Assets-Amortizable 0 600,000 0 600,000 0 0.0
Category
Other Financing Uses Category 0 0 600,000 0 0 0.0
Intrafund Transfers Category (794,787) (20,000) (2,361,968) (20,000) 0 -0.0
Net County Cost $ (5,285,345) $ (3,602,742) $ 4,214,054 $ (4,152,481) $ (549,739) 15.3%
Recommended Budget Summary of Tax and Central Collections:

Category
Revenue from Use of Money and 0 9,495 0 9,495 0 0.0
Property Category
Category
Charges For Services Category 120,191 2,412,910 1,566,401 2,884,161 471,251 19.5
Total Revenues 168,634 3,419,600 1,680,063 3,780,851 361,251 10.6
Services & Supplies Category 3,633,260 6,054,726 0 5,821,651 (233,075) (3.9)
Other Charges Category 0 1,280,322 0 1,447,520 167,198 13.1
Intrafund Transfers Category (930,484) (2,341,968) 0 (1,922,250) 419,718 (17.9)
Net County Cost $ 6,273,374 $ 6,130,476 $ (1,680,063) $ 6,014,414 $ (116,062) (1.9)%

Appendix 074 - Treasurer-Tax Collector
Recommended Budget Summary of Investments Division:

Intergovernmental Revenues $ 0 $ 0 $ 1,470 $ 0 $ 0 0.0%
Category
Total Revenues 0 0 3,433 0 0 0.0
Salaries & Benefits Category 449,723 744,720 0 728,069 (16,651) (2.2)
Total Requirements 936,146 1,195,394 0 970,792 (224,602) (18.8)
Net County Cost $ 936,146 $ 1,195,394 $ (3,433) $ 970,792 $ (224,602) (18.8)%

079 - Internal Audit Appendix


Charges For Services Category $ 0 $ 0 $ 0 $ 25,000 $ 25,000 0.0%
Total Revenues 0 0 0 25,000 25,000 0.0
Other Charges Category 0 113,660 113,660 113,657 (3) 0.0
Category
Net County Cost $ 2,422,379 $ 2,806,055 $ 2,534,315 $ 2,806,055 $ 0 0.0%

Appendix 080 - OC Public Works


Category
Fines, Forfeitures & Penalties 37,948 86,300 111,335 88,705 2,405 2.8
Category
Revenue from Use of Money and 0 0 101 0 0 0.0
Property Category
Category
Other Financing Sources Category 16,338 0 52,307 0 0 0.0
Total Revenues 35,097,579 47,520,931 38,820,102 44,480,522 (3,040,409) (6.4)
Services & Supplies (693) 0 (290) (300) (300) 0.0
Structures & Improvements Category 183,896 201,687 201,687 0 (201,687) (100.0)
Net County Cost $ 16,216,024 $ 16,912,108 $ 16,684,829 $ 16,607,330 $ (304,778) (1.8)%

080 - OC Public Works Appendix
Recommended Budget Summary of Director:

(1) (1)
Category
Total Revenues 1,703,056 2,024,884 1,753,658 2,339,806 314,922 15.6
Salaries & Benefits Category 1,118,706 781,127 1,033,434 1,147,220 366,093 46.9
Services & Supplies Category 921,014 1,087,243 667,330 1,037,152 (50,091) (4.6)
Intrafund Transfers Category (117,338) (1,000) (102,534) 0 1,000 (100.0)
Net County Cost $ 219,384 $ 0 $ 0 $ 0 $ 0 0.0%
Recommended Budget Summary of OC Development Services:

(1) (1)
Category
Intergovernmental Revenues 320,559 0 (267,359) 70,000 70,000 0.0
Category
Other Financing Sources Category 0 0 4,329 0 0 0.0
Total Revenues 2,070,317 2,002,031 1,619,969 2,346,319 344,288 17.2
Other Charges Category 145 397,907 392,801 469,058 71,151 17.9
Net County Cost $ 3,715,585 $ 5,119,857 $ 5,008,902 $ 4,858,902 $ (260,955) (5.1)%


(1) (1)
Licenses, Permits & Franchises $ 65,486 $ 30,000 $ 29,191 $ 30,000 $ 0 0.0%
Category
Intergovernmental Revenues 306,672 3,567,700 1,578,250 0 (3,567,700) (100.0)
Category
Total Revenues 13,549,859 21,875,725 15,637,531 18,105,461 (3,770,264) (17.2)
Other Charges Category 5,788 3,261,810 603,761 667,337 (2,594,473) (79.5)
Structures & Improvements Category 183,896 201,687 201,687 0 (201,687) (100.0)
Net County Cost $ (483,657) $ 276,020 $ 276,019 $ 276,020 $ 0 0.0%
Recommended Budget Summary of OC Facilities - Design & Construction:

(1) (1)
Property Category
Category
Total Revenues 2,741,488 3,974,592 4,590,372 4,390,465 415,873 10.5
Services & Supplies Category 2,084,048 574,041 (746,548) (296,993) (871,034) (151.7)
Services & Supplies (368) 0 0 0 0 0.0
Intrafund Transfers Category (4,424,608) (2,541,500) (856,164) (950,000) 1,591,500 (62.6)
Net County Cost $ 1,546,191 $ 595,674 $ 339,273 $ 855,078 $ 259,404 43.5%

Recommended Budget Summary of OC Facilities - Maintenance & CUF:

Category
Total Revenues 4,551,319 6,194,923 5,480,685 5,710,500 (484,423) (7.8)
Services & Supplies (325) 0 (290) (300) (300) 0.0
Net County Cost $ 9,950,899 $ 9,971,992 $ 9,901,981 $ 9,469,556 $ (502,436) (5.0)%
Recommended Budget Summary of OC Infrastructure Programs:

(1) (1)
Intergovernmental Revenues $ 172 $ 0 $ 0 $ 0 $ 0 0.0%
Category
Total Revenues 74,993 145,000 39,710 145,000 0 0.0
Intrafund Transfers Category (196) (400) (40) (400) 0 -0.0
Net County Cost $ 56,563 $ 0 $ 31,349 $ 0 $ 0 0.0%

Recommended Budget Summary of OC Construction:

(1) (1)
Intergovernmental Revenues $ 776 $ 0 $ 0 $ 0 $ 0 0.0%
Category
Total Revenues 334,500 599,500 148,446 499,000 (100,500) (16.8)
Net County Cost $ 107,782 $ 0 $ 43,399 $ 0 $ 0 0.0%
Recommended Budget Summary of OC Operations & Maintenance:

(1) (1)
Category
Charges For Services Category 4,197,834 4,005,000 3,434,031 4,004,500 (500) (0.0)
Total Revenues 4,313,831 4,005,000 3,434,456 4,004,500 (500) (0.0)
Salaries & Benefits Category (33) 0 0 0 0 0.0
Services & Supplies Category 3,955,527 4,014,450 3,224,634 4,013,950 (500) (0.0)
Total Requirements 3,944,806 4,005,000 3,222,018 4,004,500 (500) (0.0)
Net County Cost $ (369,025) $ 0 $ (212,438) $ 0 $ 0 0.0%
Recommended Budget Summary of OC Survey:

Charges For Services Category $ 32,497 $ 400,500 $ 265,055 $ 503,500 $ 103,000 25.7%
Total Revenues 32,497 400,500 265,055 503,500 103,000 25.7
Net County Cost $ 270,387 $ 0 $ 150,548 $ 0 $ 0 0.0%

Recommended Budget Summary of OC Environmental Resources:

(1) (1)
Category
Fines, Forfeitures & Penalties 8,936 63,300 105,028 65,705 2,405 3.8
Category
Intergovernmental Revenues 3,199,849 3,301,050 3,363,109 3,324,331 23,281 0.7
Category
Total Revenues 5,725,719 6,298,776 5,850,220 6,435,971 137,195 2.2
Equipment Category 0 17,600 0 0 (17,600) (100.0)
Net County Cost $ 1,201,916 $ 948,565 $ 1,145,796 $ 1,147,774 $ 199,209 21.0%

Appendix 081 - Trial Courts
081 - Trial Courts

081 - Trial Courts

Fines, Forfeitures & Penalties $ 4,627,460 $ 4,906,492 $ 3,604,882 $ 4,149,997 $ (756,495) (15.4)%
Category
Revenue from Use of Money and 53,758 35,248 37,544 37,581 2,333 6.6
Property Category
Category
Total Revenues 21,580,872 21,131,172 20,243,965 21,780,888 649,716 3.1
Other Charges Category 59,150,068 59,150,068 59,150,068 59,150,068 0 0.0
Other Financing Uses Category 996,662 1,217,286 1,292,622 1,416,200 198,914 16.3
Net County Cost $ 45,304,854 $ 45,594,727 $ 46,703,034 $ 45,594,727 $ 0 0.0%

100 - General Fund Appendix
100 - General Fund

100 - General Fund

Taxes Category $ 799,734,851 $ 816,508,000 $ 836,922,000 $ 863,258,000 $ 46,750,000 5.7%
Licenses, Permits & Franchises 2,668,391 2,651,956 2,651,652 2,651,655 (301) (0.0)
Category
Fines, Forfeitures & Penalties 22,502,135 18,304,000 21,377,000 21,377,000 3,073,000 16.8
Category
Revenue from Use of Money and 13,431,056 9,300,000 6,640,000 6,640,000 (2,660,000) (28.6)
Property Category
Category
Other Financing Sources Category 9,320,173 11,412,437 5,000 6,006,000 (5,406,437) (47.4)
Obligated Fund Balances 47,855,248 17,464,217 47,245,337 1,095,840 (16,368,377) (93.7)
Fund Balance Unassigned 23,722,727 0 0 0 0 0.0
Total Revenues 945,485,067 901,077,610 941,247,989 926,646,495 25,568,885 2.8
Obligated Fund Balances 44,591,176 0 58,606,508 2,555,420 2,555,420 0.0
Total Requirements 44,591,176 0 58,606,508 2,555,420 2,555,420 0.0
Beginning Fund Balance - 23,722,727 0 0 0 0 0.0
Unassigned
Current Year Revenue 873,907,092 883,613,393 894,002,652 925,550,655 41,937,262 4.7
Current Year Expenses 0 0 0 0 0 0.0
Prior Year Expenses (25,528,049) 0 (30,772,384) 0 0 0.0
Decrease/(Increase) Reserve for 3,689,257 0 39,447,724 0 0 0.0
Encumbrances
Decrease/(Increase) to Obligated 3,264,072 17,464,217 (11,361,171) (1,459,580) (18,923,797) (108.4)
Fund Balances
Net County Cost $ 879,055,099 $ 901,077,610 $ 891,316,821 $ 924,091,075 $ 23,013,465 2.5%

Appendix 102 - Santa Ana Regional Center Lease Conveyance


Property Category
Obligated Fund Balances 1,578,257 2,024,798 2,077,436 2,574,982 550,184 27.2
Fund Balance Unassigned 0 0 0 0 0 0.0
Total Revenues 1,699,521 2,121,319 2,121,200 2,582,175 460,856 21.7
Other Financing Uses Category 1,695,887 2,118,319 2,118,319 2,580,675 462,356 21.8
Unassigned
Current Year Revenue 121,264 96,521 43,764 7,193 (89,328) (92.5)
Current Year Expenses (1,699,521) (2,121,319) (2,121,200) (2,582,175) (460,856) 21.7
Prior Year Expenses 0 0 0 0 0 0.0
Decrease/(Increase) Reserve for 0 0 0 0 0 0.0
Encumbrances
Decrease/(Increase) to Obligated 1,578,257 2,024,798 2,077,436 2,574,982 550,184 27.2
Fund Balances
Ending Fund Balance - $ 0 $ 0 $ 0 $ 0 $ 0 0.0%
Unassigned

104 - Criminal Justice Facilities - Accumulative Capital Outlay Appendix


Fines, Forfeitures & Penalties $ 822,296 $ 1,000,000 $ 750,000 $ 750,000 $ (250,000) (25.0)%
Category
Property Category
Intergovernmental Revenues 0 13,585,833 8,619,780 8,880,220 (4,705,613) (34.6)
Category
Obligated Fund Balances 0 9,810,184 4,690,756 5,054,915 (4,755,269) (48.5)
Total Revenues 9,019,659 28,484,017 18,148,536 18,880,975 (9,603,042) (33.7)
Structures & Improvements Category 5,027,634 23,782,165 15,526,122 10,070,681 (13,711,484) (57.6)
Other Financing Uses Category 0 0 0 5,080,000 5,080,000 0.0
Obligated Fund Balances 780,099 0 0 0 0 0.0
Unassigned
Current Year Revenue 9,019,659 18,673,833 13,457,780 13,826,060 (4,847,773) (26.0)
Current Year Expenses (7,555,188) (28,484,017) (15,802,743) (18,880,975) 9,603,042 (33.7)
Decrease/(Increase) Reserve for 898,829 0 (625,364) 0 0 0.0
Encumbrances
Decrease/(Increase) to Obligated (780,099) 9,810,184 4,690,756 5,054,915 (4,755,269) (48.5)
Fund Balances
Unassigned

Appendix 106 - County Tidelands - Newport Bay


Category
Category
Revenue from Use of Money and 5,532,473 4,590,000 4,570,158 4,663,488 73,488 1.6
Property Category
Total Revenues 6,774,794 7,407,800 6,649,261 6,906,322 (501,478) (6.8)
Structures & Improvements Category (13,550) 0 0 0 0 0.0
Obligated Fund Balances 335,879 0 47,765 0 0 0.0
Unassigned
Current Year Revenue 6,774,794 7,407,800 6,649,261 6,906,322 (501,478) (6.8)
Current Year Expenses (6,358,336) (7,407,800) (6,649,261) (6,906,322) 501,478 (6.8)
Prior Year Expenses (294,907) 0 (134,092) 0 0 0.0
Decrease/(Increase) Reserve for 214,328 0 181,857 0 0 0.0
Encumbrances
Decrease/(Increase) to Obligated (335,879) 0 (47,765) 0 0 0.0
Fund Balances
Unassigned

107 - Remittance Processing Equipment Replacement Appendix


Property Category
Obligated Fund Balances 0 280,920 0 430,920 150,000 53.4
Total Revenues 19,165 300,920 20,000 450,920 150,000 49.8
Equipment Category 0 300,000 0 450,000 150,000 50.0
Unassigned
Current Year Revenue 19,165 20,000 20,000 20,000 0 0.0
Current Year Expenses (659) (300,920) (920) (450,920) (150,000) 49.8
Encumbrances
Decrease/(Increase) to Obligated (18,506) 280,920 (19,080) 430,920 150,000 53.4
Fund Balances
Unassigned

Appendix 108 - OC Dana Point Harbor


Category
Property Category
Category
Charges For Services Category 66,792 0 27,895 50,000 50,000 0.0
Obligated Fund Balances 38,035,285 18,516,661 754,890 17,608,001 (908,660) (4.9)
Total Revenues 41,810,476 22,519,661 3,961,762 20,263,498 (2,256,163) (10.0)
Structures & Improvements Category 0 14,600,000 0 13,106,000 (1,494,000) (10.2)
Other Financing Uses Category 704 18,467 0 18,467 0 0.0
Obligated Fund Balances 35,536,544 0 0 0 0 0.0
Unassigned
Encumbrances
Decrease/(Increase) to Obligated 2,498,741 18,516,661 754,890 17,608,001 (908,660) (4.9)
Fund Balances
Unassigned

109 - County Automated Fingerprint Identification Appendix


Fines, Forfeitures & Penalties $ 0 $ 87,000 $ 0 $ 0 $ (87,000) (100.0)%
Category
Revenue from Use of Money and 5,442 0 5,232 4,000 4,000 0.0
Property Category
Category
Total Revenues 1,585,442 2,388,831 1,836,272 2,330,408 (58,423) (2.4)
Category
Special Items Category 0 650,568 0 434,516 (216,052) (33.2)
Unassigned
Prior Year Expenses 0 0 (29,669) 0 0 0.0
Decrease/(Increase) Reserve for (27,080) 0 29,774 0 0 0.0
Encumbrances
Fund Balances
Unassigned

Appendix 113 - Building and Safety


Category
Property Category
Other Financing Sources Category 0 1,000 0 1,000 0 0.0
Obligated Fund Balances 173,402 0 257,767 263,500 263,500 0.0
Total Revenues 830,779 214,800 456,627 356,500 141,700 66.0
Unassigned
Current Year Expenses (802,862) (214,800) (456,627) (356,500) (141,700) 66.0
Encumbrances
Decrease/(Increase) to Obligated 145,485 0 257,767 263,500 263,500 0.0
Fund Balances
Unassigned

115 - OC Road Appendix
115 - OC Road
115 - OC Road

Licenses, Permits & Franchises $ 4,683 $ 0 $ 0 $ 0 $ 0 0.0%
Category
Category
Revenue from Use of Money and 2,196,348 1,600,000 1,070,878 1,000,000 (600,000) (37.5)
Property Category
Category
Other Financing Sources Category 139,612 0 80,409 20,000 20,000 0.0
Obligated Fund Balances 0 1,586,598 0 1,630,312 43,714 2.8
Total Revenues 86,603,498 76,900,052 72,769,637 77,102,891 202,839 0.3
Other Charges Category (3,839,717) 4,428,983 4,403,378 5,024,467 595,484 13.4
Obligated Fund Balances 15,584,258 0 392,596 0 0 0.0
Unassigned
Current Year Revenue 86,603,498 75,313,454 72,769,637 75,472,579 159,125 0.2
Encumbrances
Decrease/(Increase) to Obligated (15,584,258) 1,586,598 (392,596) 1,630,312 43,714 2.8
Fund Balances
Unassigned

Appendix 116 - Narcotic Forfeiture and Seizure


Category
Property Category
Obligated Fund Balances 0 49,982 306,174 535,886 485,904 972.2
Total Revenues 434,818 553,991 531,086 743,958 189,967 34.3
Unassigned
Decrease/(Increase) Reserve for (4,445) 0 (57,322) 0 0 0.0
Encumbrances
Decrease/(Increase) to Obligated (205,900) 49,982 306,173 535,886 485,904 972.2
Fund Balances
Ending Fund Balance - $ (1) $ 0 $ 0 $ 0 $ 0 0.0%
Unassigned

117 - OC Housing Authority - Operating Reserves Appendix


Revenue from Use of Money and $ 171,924 $ 158,197 $ 110,866 $ 162,012 $ 3,815 2.4%
Property Category
Obligated Fund Balances 282,592 3,883,407 639,732 3,243,673 (639,734) (16.5)
Total Revenues 557,447 4,141,604 862,216 3,505,685 (635,919) (15.4)
Intangible Assets-Amortizable 0 500,000 500,000 500,000 0 0.0
Category
Unassigned
Current Year Revenue 274,855 258,197 222,484 262,012 3,815 1.5
Current Year Expenses (557,448) (4,141,604) (869,216) (3,505,685) 635,919 (15.4)
Decrease/(Increase) Reserve for 0 0 7,000 0 0 0.0
Encumbrances
Decrease/(Increase) to Obligated 282,592 3,883,407 639,732 3,243,673 (639,734) (16.5)
Fund Balances
Unassigned

Appendix 119 - OC Public Libraries - Capital


Property Category
Obligated Fund Balances 0 7,260,486 4,641,325 0 (7,260,486) (100.0)
Total Revenues 3,960,435 12,385,665 9,366,245 13,038,058 652,393 5.3
Services & Supplies Category 749,943 658,377 642,186 1,902,108 1,243,731 188.9
Structures & Improvements Category 44,993 11,727,288 8,724,059 11,135,950 (591,338) (5.0)
Unassigned
Current Year Expenses (60,267) (12,385,665) (564,903) (13,038,058) (652,393) 5.3
Decrease/(Increase) Reserve for (658,173) 0 (8,042,250) 0 0 0.0
Encumbrances
Decrease/(Increase) to Obligated (3,208,555) 7,260,486 4,641,325 0 (7,260,486) (100.0)
Fund Balances
Unassigned

120 - OC Public Libraries Appendix


Taxes Category $ 60,647,576 $ 59,933,875 $ 63,028,584 $ 65,381,297 $ 5,447,422 9.1%
Category
Revenue from Use of Money and 1,235,718 1,100,719 696,506 247,722 (852,997) (77.5)
Property Category
Intergovernmental Revenues 438,657 4,351,974 712,241 542,068 (3,809,906) (87.5)
Category
Obligated Fund Balances 0 5,430,626 3,632,785 8,414,344 2,983,718 54.9
Total Revenues 63,243,307 72,323,921 68,883,738 75,365,459 3,041,538 4.2
Equipment Category 0 2,345,000 1,846,351 198,750 (2,146,250) (91.5)
Special Items Category 0 1,021,746 0 0 (1,021,746) (100.0)
Obligated Fund Balances 10,017,538 0 5,787,736 0 0 0.0
Unassigned
Current Year Expenses (49,295,802) (72,323,921) (54,841,451) (75,365,459) (3,041,538) 4.2
Decrease/(Increase) Reserve for (1,648,668) 0 (3,419,274) 0 0 0.0
Encumbrances
Decrease/(Increase) to Obligated (10,017,538) 5,430,626 (2,154,951) 8,414,344 2,983,718 54.9
Fund Balances
Unassigned

Appendix 121 - OC Animal Care Donations
121 - OC Animal Care Donations

121 - OC Animal Care Donations

Revenue from Use of Money and $ 1,779 $ 2,000 $ 650 $ 1,000 $ (1,000) (50.0)%
Property Category
Total Revenues 141,891 160,000 85,650 120,000 (40,000) (25.0)
Obligated Fund Balances 0 0 45,650 0 0 0.0
Unassigned
Current Year Expenses (141,891) (160,000) (40,000) (120,000) 40,000 (25.0)
Encumbrances
Decrease/(Increase) to Obligated 5,579 0 (45,650) 0 0 0.0
Fund Balances
Unassigned

122 - Motor Vehicle Theft Task Force Appendix


Property Category
Category
Obligated Fund Balances 256,709 543,726 519,295 80,134 (463,592) (85.3)
Total Revenues 3,155,053 3,580,726 3,532,762 5,285,526 1,704,800 47.6
Equipment Category 0 0 0 203,000 203,000 0.0
Other Financing Uses Category 935,319 1,031,878 1,040,044 1,235,374 203,496 19.7
Obligated Fund Balances 0 0 2 0 0 0.0
Unassigned
Encumbrances
Decrease/(Increase) to Obligated 256,709 543,726 519,293 80,134 (463,592) (85.3)
Fund Balances
Unassigned

Appendix 123 - Dispute Resolution Program


Property Category
Total Revenues 697,208 957,723 694,124 716,598 (241,125) (25.2)
Unassigned
Prior Year Expenses (6,792) 0 4,026 0 0 0.0
Decrease/(Increase) Reserve for 26,839 0 0 0 0 0.0
Encumbrances
Fund Balances
Unassigned

124 - Domestic Violence Program Appendix


Category
Property Category
Total Revenues 829,636 938,499 783,131 899,368 (39,131) (4.2)
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 126 - Regional Narcotics Suppression Program - Other


Property Category
Category
Total Revenues 1,422,613 3,194,992 1,523,550 3,533,822 338,830 10.6
Services & Supplies Category 986,614 1,330,155 1,115,078 1,417,000 86,845 6.5
Special Items Category 0 1,589,837 0 1,560,822 (29,015) (1.8)
Unassigned
Encumbrances
Decrease/(Increase) to Obligated (274,597) 1,861,159 (295,663) 2,156,822 295,663 15.9
Fund Balances
Unassigned

128 - Survey Monument Preservation Appendix


Property Category
Total Revenues 182,173 137,189 117,956 94,200 (42,989) (31.3)
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 12A - MHSA Housing Fund


Property Category
Total Revenues 35,358,264 5,850,267 301,293 6,204,104 353,837 6.0
Services & Supplies Category 1,141 1,323,267 17,804 2,177,104 853,837 64.5
Other Charges Category 4,525,000 4,527,000 25,000 4,027,000 (500,000) (11.0)
Total Requirements 35,358,264 5,850,267 301,293 6,204,104 353,837 6.0
Unassigned
Current Year Revenue 35,358,264 19,552 301,293 114,900 95,348 487.7
Current Year Expenses (4,516,789) (5,850,267) (42,804) (6,204,104) (353,837) 6.0
Prior Year Expenses 0 0 4,881 0 0 0.0
Decrease/(Increase) Reserve for (9,352) 0 (4,881) 0 0 0.0
Encumbrances
Fund Balances
Unassigned

12C - Child Support Program Development Appendix


Property Category
Intergovernmental Revenues 2,205,090 952,165 3,535,240 456,592 (495,573) (52.0)
Category
Obligated Fund Balances 1,193,371 6,392,284 0 5,552,207 (840,077) (13.1)
Total Revenues 3,805,298 7,794,449 3,755,240 6,260,288 (1,534,161) (19.7)
Unassigned
Current Year Revenue 2,611,927 1,402,165 3,755,240 708,081 (694,084) (49.5)
Encumbrances
Decrease/(Increase) to Obligated 1,193,371 6,392,284 (16,023) 5,552,207 (840,077) (13.1)
Fund Balances
Unassigned

Appendix 12D - Clerk-Recorder Special Revenue Fund


Property Category
Intergovernmental Revenues 880,354 1,179,139 963,332 965,000 (214,139) (18.2)
Category
Obligated Fund Balances 226,293 1,735,561 0 1,635,924 (99,637) (5.7)
Total Revenues 5,458,194 7,628,466 6,925,002 9,253,924 1,625,458 21.3
Special Items Category 0 1,000,000 0 1,000,000 0 0.0
Unassigned
Encumbrances
Decrease/(Increase) to Obligated 226,293 1,735,561 (431,206) 1,635,924 (99,637) (5.7)
Fund Balances
Unassigned

12E - Clerk-Recorder Operating Reserve Fund Appendix


Property Category
Other Financing Sources Category 2,278,870 500,000 6,621,724 5,000,000 4,500,000 900.0
Obligated Fund Balances 0 382,402 0 0 (382,402) (100.0)
Total Revenues 2,319,495 967,402 6,663,724 5,085,000 4,117,598 425.6
Other Financing Uses Category 10,921 962,402 0 1,000,000 37,598 3.9
Total Requirements 2,319,496 967,402 6,663,724 5,085,000 4,117,598 425.6
Unassigned
Current Year Revenue 2,319,495 585,000 6,663,724 5,085,000 4,500,000 769.2
Current Year Expenses (12,146) (967,402) (3,000) (5,085,000) (4,117,598) 425.6
Encumbrances
Decrease/(Increase) to Obligated (2,307,350) 382,402 (6,660,724) 0 (382,402) (100.0)
Fund Balances
Unassigned

Appendix 12G - Real Estate Prosecution Fund


Property Category
Total Revenues 1,711,953 2,010,000 2,010,479 2,210,500 200,500 10.0
Services & Supplies Category 282 1,280 642 800 (480) (37.5)
Other Financing Uses Category 1,415,058 2,008,720 2,009,720 1,320,000 (688,720) (34.3)
Unassigned
Encumbrances
Decrease/(Increase) to Obligated (296,612) 0 (117) 0 0 0.0
Fund Balances
Unassigned

12H - Proposition 64 - Consumer Protection Appendix


Fines, Forfeitures & Penalties $ 503,287 $ 2,674,818 $ 1,337,409 $ 1,500,000 $ (1,174,818) (43.9)%
Category
Property Category
Obligated Fund Balances 695,477 2,315,300 2,551,977 2,915,000 599,700 25.9
Total Revenues 1,370,891 5,180,118 3,970,291 4,505,000 (675,118) (13.0)
Obligated Fund Balances 0 0 1 256,368 256,368 0.0
Unassigned
Current Year Revenue 675,414 2,864,818 1,418,314 1,590,000 (1,274,818) (44.5)
Encumbrances
Decrease/(Increase) to Obligated 695,477 2,315,300 2,551,976 2,658,632 343,332 14.8
Fund Balances
Unassigned

Appendix 12J - Proposition 69 - DNA Identification Fund


Property Category
Obligated Fund Balances 201,423 530,245 0 591,642 61,397 11.6
Total Revenues 770,844 1,095,245 436,000 1,071,642 (23,603) (2.1)
Unassigned
Encumbrances
Decrease/(Increase) to Obligated 201,423 530,245 (108,097) 591,642 61,397 11.6
Fund Balances
Unassigned

12P - Assessor Property Characteristics Revenue Appendix


Total Revenues 127,248 200,000 150,000 200,000 0 0.0
Services & Supplies Category 0 100,000 0 100,000 0 0.0
Equipment Category 0 100,000 0 100,000 0 0.0
Unassigned
Current Year Expenses 0 (200,000) 0 (200,000) 0 0.0
Encumbrances
Fund Balances
Unassigned

Appendix 12S - SSA Donations & Fees


Intergovernmental Revenues $ 65,612 $ 68,124 $ 65,612 $ 65,612 $ (2,512) (3.7)%
Category
Obligated Fund Balances 0 480,118 681,448 223,522 (256,596) (53.4)
Total Revenues 1,129,296 1,382,152 1,302,705 818,000 (564,152) (40.8)
Other Financing Uses Category 927,615 1,234,152 1,234,152 720,000 (514,152) (41.7)
Total Requirements 1,129,296 1,382,152 1,302,705 818,000 (564,152) (40.8)
Unassigned
Current Year Revenue 1,129,296 902,034 621,257 594,478 (307,556) (34.1)
Current Year Expenses (977,806) (1,382,152) (1,302,705) (818,000) 564,152 (40.8)
Encumbrances
Decrease/(Increase) to Obligated (151,490) 480,118 681,448 223,522 (256,596) (53.4)
Fund Balances
Unassigned

12W - SSA Wraparound Appendix


Property Category
Category
Obligated Fund Balances 0 21,368,328 0 6,283,487 (15,084,841) (70.6)
Total Revenues 17,870,187 38,823,199 18,106,264 25,868,937 (12,954,262) (33.4)
Unassigned
Encumbrances
Decrease/(Increase) to Obligated (3,326,068) 21,368,328 (4,999,148) 6,283,487 (15,084,841) (70.6)
Fund Balances
Unassigned

Appendix 132 - Sheriff Narcotics Program - Department of Justice


Property Category
Intergovernmental Revenues 5,177,176 438,814 688,187 0 (438,814) (100.0)
Category
Total Revenues 5,241,114 12,628,229 2,699,424 11,147,396 (1,480,833) (11.7)
Services & Supplies Category 841,393 2,173,241 1,153,431 2,088,999 (84,242) (3.9)
Other Financing Uses Category 734,406 1,500,000 500,000 1,000,000 (500,000) (33.3)
Special Items Category 0 7,887,988 0 6,461,397 (1,426,591) (18.1)
Unassigned
Current Year Revenue 5,241,114 438,814 1,306,843 0 (438,814) (100.0)
Encumbrances
Decrease/(Increase) to Obligated (3,514,266) 12,189,415 1,042,019 11,147,396 (1,042,019) (8.5)
Fund Balances
Unassigned

133 - Sheriff Narcotics Program - Other Appendix


Property Category
Intergovernmental Revenues 224,722 53,575 199,142 0 (53,575) (100.0)
Category
Obligated Fund Balances 0 2,597,126 544,013 2,053,113 (544,013) (20.9)
Total Revenues 274,335 2,705,701 772,182 2,088,113 (617,588) (22.8)
Other Charges Category 0 0 53,079 0 0 0.0
Equipment Category 0 260,000 0 230,000 (30,000) (11.5)
Other Financing Uses Category 4,236 1,150,000 650,000 1,150,000 0 0.0
Special Items Category 0 1,075,371 0 541,697 (533,674) (49.6)
Unassigned
Encumbrances
Decrease/(Increase) to Obligated (212,605) 2,597,126 544,013 2,053,113 (544,013) (20.9)
Fund Balances
Unassigned

Appendix 134 - Orange County Jail Fund


Fines, Forfeitures & Penalties $ 0 $ 231,000 $ 199 $ 231,000 $ 0 0.0%
Category
Revenue from Use of Money and 3,633 5,000 0 5,000 0 0.0
Property Category
Obligated Fund Balances 171,623 4,271 178 4,093 (178) (4.2)
Total Revenues 175,256 240,271 377 240,093 (178) (0.1)
Services & Supplies Category 256 672 377 494 (178) (26.5)
Total Requirements 175,256 240,271 377 240,093 (178) (0.1)
Unassigned
Current Year Revenue 3,633 236,000 199 236,000 0 0.0
Current Year Expenses (175,256) (240,271) (377) (240,093) 178 (0.1)
Encumbrances
Decrease/(Increase) to Obligated 171,623 4,271 178 4,093 (178) (4.2)
Fund Balances
Unassigned

135 - Real Estate Development Program Appendix


Property Category
Category
Obligated Fund Balances 0 805,290 533,515 1,287,902 482,612 59.9
Total Revenues 1,738,060 1,765,290 1,852,972 2,247,902 482,612 27.3
Other Financing Uses Category 0 1,300,000 940,000 1,300,000 0 0.0
Unassigned
Current Year Revenue 1,738,060 960,000 1,319,457 960,000 0 0.0
Current Year Expenses (764,753) (1,765,290) (1,852,972) (2,247,902) (482,612) 27.3
Encumbrances
Decrease/(Increase) to Obligated (973,306) 805,290 533,515 1,287,902 482,612 59.9
Fund Balances
Unassigned

Appendix 137 - Parking Facilities


Revenue from Use of Money and $ 5,745,727 $ 5,648,954 $ 4,590,702 $ 5,343,845 $ (305,109) (5.4)%
Property Category
Category
Charges For Services Category 1,033,268 0 160,111 140,600 140,600 0.0
Total Revenues 8,819,250 5,648,954 4,830,578 5,484,445 (164,509) (2.9)
Structures & Improvements Category 1,565,076 11,521 0 0 (11,521) (100.0)
Intangible Assets-Amortizable 0 0 0 475 475 0.0
Category
Other Financing Uses Category 1,179,402 1,179,402 600,000 600,000 (579,402) (49.1)
Special Items Category 0 16,929 0 312,499 295,570 1,745.9
Unassigned
Prior Year Expenses (659,808) 0 (1,130,843) 0 0 0.0
Decrease/(Increase) Reserve for (402,886) 0 1,139,111 0 0 0.0
Encumbrances
Decrease/(Increase) to Obligated 1,596,136 0 78,951 0 0 0.0
Fund Balances
Unassigned

138 - Medi-Cal Administrative Activities/Targeted Case Management Appendix
138 - Medi-Cal Administrative Activities/Targeted Case Manage-

ment
138 - Medi-Cal Administrative Activities/Targeted Case Management

Property Category
Intergovernmental Revenues 651,456 878,784 776,658 840,796 (37,988) (4.3)
Category
Total Revenues 787,948 1,078,784 976,658 1,099,659 20,875 1.9
Other Financing Uses Category 139,611 225,846 225,846 225,846 0 0.0
Unassigned
Current Year Revenue 787,948 1,078,784 976,658 1,040,796 (37,988) (3.5)
Encumbrances
Decrease/(Increase) to Obligated (37,064) 0 (59,817) 58,863 58,863 0.0
Fund Balances
Unassigned

Appendix 139 - Sheriff Narcotics Program - CALMMET - Treasury


Property Category
Category
Obligated Fund Balances 441,399 1,545,897 66,057 1,479,840 (66,057) (4.3)
Total Revenues 811,032 1,587,897 96,485 1,499,840 (88,057) (5.5)
Equipment Category 474,018 100,000 0 100,000 0 0.0
Unassigned
Prior Year Expenses (35,861) 0 0 0 0 0.0
Encumbrances
Decrease/(Increase) to Obligated 441,399 1,545,897 66,057 1,479,840 (66,057) (4.3)
Fund Balances
Unassigned

13B - Traffic Violator Fund Appendix


Fines, Forfeitures & Penalties $ 113,640 $ 126,809 $ 144,634 $ 144,634 $ 17,825 14.1%
Category
Property Category
Total Revenues 130,744 1,007,312 200,567 964,747 (42,565) (4.2)
Special Items Category 0 804,143 0 748,886 (55,257) (6.9)
Total Requirements 130,743 1,007,312 200,567 964,747 (42,565) (4.2)
Unassigned
Current Year Expenses (130,664) (1,007,312) (200,567) (964,747) 42,565 (4.2)
Encumbrances
Decrease/(Increase) to Obligated (79) 860,980 48,400 812,580 (48,400) (5.6)
Fund Balances
Unassigned

Appendix 13N - OC Tobacco Settlement Fund


Miscellaneous Revenues Category $ 29,606,734 $ 26,848,740 $ 26,848,739 $ 27,466,262 $ 617,522 2.3%
Total Revenues 29,606,734 44,444,975 26,848,739 45,154,803 709,828 1.6
Unassigned
Encumbrances
Fund Balances
Unassigned

13P - State Criminal Alien Assistance Program (SCAAP) Appendix


Revenue from Use of Money and $ 30,618 $ 6,000 $ 963 $ 6,000 $ 0 0.0%
Property Category
Intergovernmental Revenues 4,975,363 2,500,000 0 2,500,000 0 0.0
Category
Obligated Fund Balances 0 189,046 0 189,953 907 0.5
Total Revenues 5,005,981 2,695,046 963 2,695,953 907 0.0
Services & Supplies Category 2,083 5,000 56 5,000 0 0.0
Other Financing Uses Category 4,975,363 2,500,000 0 2,500,000 0 0.0
Special Items Category 0 190,046 0 190,953 907 0.5
Total Requirements 5,005,982 2,695,046 963 2,695,953 907 0.0
Unassigned
Current Year Revenue 5,005,981 2,506,000 963 2,506,000 0 0.0
Current Year Expenses (4,977,446) (2,695,046) (56) (2,695,953) (907) 0.0
Encumbrances
Decrease/(Increase) to Obligated (28,536) 189,046 (907) 189,953 907 0.5
Fund Balances
Unassigned

Appendix 13R - Sheriff-Coroner Replacement & Maintenance Fund (SCRAM)
13R - Sheriff-Coroner Replacement & Maintenance Fund

(SCRAM)
13R - Sheriff-Coroner Replacement & Maintenance Fund (SCRAM)

Property Category
Obligated Fund Balances 0 19,302,465 0 21,058,035 1,755,570 9.1
Total Revenues 3,042,113 22,288,995 2,749,525 23,846,905 1,557,910 7.0
Equipment Category 1,348,736 9,300,000 589,968 9,900,000 600,000 6.5
Special Items Category 0 12,613,995 0 13,536,905 922,910 7.3
Unassigned
Current Year Expenses (758,189) (22,288,995) (1,027,190) (23,846,905) (1,557,910) 7.0
Encumbrances
Fund Balances
Unassigned

13S - Emergency Medical Services Appendix


Fines, Forfeitures & Penalties $ 6,834,277 $ 7,622,337 $ 6,291,654 $ 7,622,337 $ 0 0.0%
Category
Property Category
Total Revenues 6,954,588 7,724,538 6,346,788 7,724,538 0 0.0
Unassigned
Current Year Revenue 6,954,588 7,724,538 6,346,788 7,724,538 0 0.0
Current Year Expenses (6,950,424) (7,724,538) (6,346,788) (7,724,538) 0 0.0
Encumbrances
Decrease/(Increase) to Obligated (4,165) 0 0 0 0 0.0
Fund Balances
Unassigned

Appendix 13T - HCA Purpose Restricted Revenues


Fines, Forfeitures & Penalties $ 387,141 $ 150,000 $ 500,000 $ 500,000 $ 350,000 233.3%
Category
Charges For Services Category 986,062 1,125,000 875,000 875,000 (250,000) (22.2)
Miscellaneous Revenues Category 0 312,500 0 250,000 (62,500) (20.0)
Total Revenues 2,256,976 10,719,408 4,968,632 8,007,281 (2,712,127) (25.3)
Other Financing Uses Category 885,070 10,119,408 4,968,632 7,407,281 (2,712,127) (26.8)
Unassigned
Current Year Expenses (885,070) (10,719,408) (4,968,632) (8,007,281) 2,712,127 (25.3)
Encumbrances
Fund Balances
Unassigned

13U - HCA Interest Bearing Purpose Restricted Revenue Appendix


Property Category
Intergovernmental Revenues 8,564,754 8,664,174 8,502,787 0 (8,664,174) (100.0)
Category
Other Financing Sources Category 359,571 3,120,000 3,120,000 0 (3,120,000) (100.0)
Obligated Fund Balances 0 3,200,000 0 3,178,000 (22,000) (0.7)
Total Revenues 9,046,126 15,124,174 11,762,787 3,398,000 (11,726,174) (77.5)
Unassigned
Current Year Revenue 9,046,126 11,924,174 11,762,787 220,000 (11,704,174) (98.2)
Encumbrances
Decrease/(Increase) to Obligated (2,664,487) 3,200,000 (875,621) 3,178,000 (22,000) (0.7)
Fund Balances
Unassigned

Appendix 13W - HCA Realignment


Obligated Fund Balances $ 6,943,231 $ 1,000,000 $ 0 $ 0 $ (1,000,000) (100.0)%
Total Revenues 6,943,231 1,000,000 0 0 (1,000,000) (100.0)
Other Financing Uses Category 0 1,000,000 0 0 (1,000,000) (100.0)
Total Requirements 6,943,231 1,000,000 0 0 (1,000,000) (100.0)
Unassigned
Current Year Revenue 0 0 0 0 0 0.0
Current Year Expenses 0 (1,000,000) 0 0 1,000,000 (100.0)
Encumbrances
Decrease/(Increase) to Obligated 0 1,000,000 0 0 (1,000,000) (100.0)
Fund Balances
Unassigned

13Y - Mental Health Services Act Appendix


Revenue from Use of Money and $ 4,171,141 $ 4,000,000 $ 1,881,787 $ 1,724,806 $ (2,275,194) (56.9)%
Property Category
Category
Total Revenues 231,782,440 256,885,497 204,497,398 244,484,349 (12,401,148) (4.8)
Unassigned
Encumbrances
Decrease/(Increase) to Obligated 84,279,705 71,285,497 21,015,611 35,203,116 (36,082,381) (50.6)
Fund Balances
Unassigned

Appendix 13Z - Bioterrorism Center for Disease Control Fund


Property Category
Category
Total Revenues 5,556,706 4,411,536 4,300,237 3,991,907 (419,629) (9.5)
Services & Supplies Category 381 5,000 500 5,000 0 0.0
Unassigned
Encumbrances
Decrease/(Increase) to Obligated (4,649) 0 0 0 0 0.0
Fund Balances
Unassigned

140 - Air Quality Improvement Appendix


Revenue from Use of Money and $ 5,037 $ 5,400 $ 3,449 $ 5,100 $ (300) (5.6)%
Property Category
Category
Obligated Fund Balances 1,941 37,860 9,423 80,950 43,090 113.8
Total Revenues 169,327 208,260 175,731 251,050 42,790 20.5
Unassigned
Current Year Revenue 167,386 170,400 166,308 170,100 (300) (0.2)
Encumbrances
Decrease/(Increase) to Obligated 1,941 37,860 9,423 80,950 43,090 113.8
Fund Balances
Unassigned

Appendix 141 - Sheriff's Substations Fee Program


Property Category
Total Revenues 109,409 995,861 846,422 141,086 (854,775) (85.8)
Special Items Category 0 84,861 0 140,086 55,225 65.1
Unassigned
Encumbrances
Fund Balances
Unassigned

142 - Sheriff's Court Ops - Special Collections Appendix


Fines, Forfeitures & Penalties $ 1,084,068 $ 1,268,445 $ 682,276 $ 1,268,445 $ 0 0.0%
Category
Property Category
Obligated Fund Balances 413,458 2,709,685 1,604,788 1,104,897 (1,604,788) (59.2)
Total Revenues 1,566,679 4,052,029 2,316,324 2,447,241 (1,604,788) (39.6)
Services & Supplies Category 2,414 2,500 1,638 47,500 45,000 1,800.0
Equipment Category 0 1,431,513 687,421 0 (1,431,513) (100.0)
Intangible Assets-Amortizable 364,266 1,068,487 427,265 395,118 (673,369) (63.0)
Category
Unassigned
Current Year Revenue 1,153,221 1,342,344 711,536 1,342,344 0 0.0
Encumbrances
Decrease/(Increase) to Obligated 413,458 2,709,685 1,604,788 1,104,897 (1,604,788) (59.2)
Fund Balances
Unassigned

Appendix 143 - Jail Commissary


Property Category
Category
Miscellaneous Revenues Category 5,905,415 6,676,352 5,347,007 6,676,352 0 0.0
Total Revenues 7,148,878 11,447,153 7,894,892 10,122,237 (1,324,916) (11.6)
Category
Unassigned
Encumbrances
Fund Balances
Unassigned

144 - Inmate Welfare Fund Appendix


Revenue from Use of Money and $ 3,568,836 $ 4,221,546 $ 3,724,528 $ 3,786,396 $ (435,150) (10.3)%
Property Category
Category
Total Revenues 4,298,922 17,023,428 4,557,177 16,422,320 (601,108) (3.5)
Equipment Category 0 58,000 13,725 58,000 0 0.0
Category
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 146 - Workforce Investment Act


Revenue from Use of Money and $ 4,346 $ 0 $ 3,000 $ 0 $ 0 0.0%
Property Category
Category
Fund Balance Unassigned (194,070) (188,948) (188,948) 0 188,948 (100.0)
Total Revenues 9,700,721 14,135,112 13,240,147 13,736,659 (398,453) (2.8)
Other Charges Category 667,979 2,650,000 2,638,025 2,000,000 (650,000) (24.5)
Beginning Fund Balance - (194,070) (188,948) (188,948) 0 188,948 (100.0)
Unassigned
Prior Year Expenses 283,983 0 540,431 0 0 0.0
Encumbrances
Decrease/(Increase) to Obligated 0 0 (527,817) 0 0 0.0
Fund Balances
Ending Fund Balance - $ (188,948) $ 0 $ 0 $ 0 $ 0 0.0%
Unassigned

148 - Foothill Circulation Phasing Plan Appendix


Property Category
Total Revenues 78,061 247,605 110,000 522,173 274,568 110.9
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 14D - CAL-ID Operational Costs


Property Category
Total Revenues 1,642,678 2,059,009 1,518,025 2,109,490 50,481 2.5
Unassigned
Encumbrances
Fund Balances
Unassigned

14E - CAL-ID System Costs Appendix


Property Category
Intergovernmental Revenues 2,947,759 3,000,000 2,912,770 3,000,000 0 0.0
Category
Total Revenues 3,636,811 41,274,584 3,299,736 41,365,206 90,622 0.2
Equipment Category 466,432 13,128,768 2,262,518 9,175,000 (3,953,768) (30.1)
Other Financing Uses Category 0 538,023 538,023 570,889 32,866 6.1
Special Items Category 0 25,491,539 0 29,757,203 4,265,664 16.7
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 14G - Sheriff's Supplemental Law Enforcement Services


Property Category
Category
Obligated Fund Balances 86,989 17,481 0 719,569 702,088 4,016.3
Total Revenues 1,801,049 1,876,045 1,703,188 2,419,768 543,723 29.0
Special Items Category 0 872,349 0 1,418,618 546,269 62.6
Unassigned
Encumbrances
Decrease/(Increase) to Obligated 86,989 17,481 (702,088) 719,569 702,088 4,016.3
Fund Balances
Unassigned

14H - District Attorney's Supp Law Enforcement Services Appendix


Property Category
Category
Total Revenues 1,420,548 1,424,698 1,409,208 1,703,517 278,819 19.6
Unassigned
Encumbrances
Decrease/(Increase) to Obligated (388,391) 0 (211,643) 239,915 239,915 0.0
Fund Balances
Unassigned

Appendix 14J - Excess Public Safety Sales Tax


Revenue from Use of Money and $ 43,966 $ 45,000 $ 0 $ 30,000 $ (15,000) (33.3)%
Property Category
Miscellaneous Revenues Category 0 0 2,144,793 0 0 0.0
Other Financing Sources Category 938,056 0 0 100,000 100,000 0.0
Total Revenues 982,022 3,249,814 2,144,793 4,362,180 1,112,366 34.2
Other Financing Uses Category 0 3,245,314 0 4,359,180 1,113,866 34.3
Obligated Fund Balances 980,378 0 2,144,793 0 0 0.0
Total Requirements 982,023 3,249,814 2,144,793 4,362,180 1,112,366 34.2
Unassigned
Current Year Revenue 982,022 45,000 2,144,793 130,000 85,000 188.9
Current Year Expenses (1,645) (3,249,814) 0 (4,362,180) (1,112,366) 34.2
Encumbrances
Decrease/(Increase) to Obligated (980,378) 3,204,814 (2,144,793) 4,232,180 1,027,366 32.1
Fund Balances
Unassigned

14Q - Sheriff-Coroner Construction and Facility Development Appendix


Property Category
Category
Obligated Fund Balances 0 9,491,404 490,287 4,816,802 (4,674,602) (49.3)
Total Revenues 22,160,000 173,316,958 147,347,652 215,123,616 41,806,658 24.1
Unassigned
Encumbrances
Decrease/(Increase) to Obligated (4,054,028) 9,491,404 490,287 4,816,802 (4,674,602) (49.3)
Fund Balances
Unassigned

Appendix 14R - Ward Welfare
14R - Ward Welfare

14R - Ward Welfare

Property Category
Total Revenues 114,874 122,147 127,287 182,434 60,287 49.4
Unassigned
Encumbrances
Fund Balances
Unassigned

14T - Facilities Development And Maintenance Fund Appendix


Property Category
Obligated Fund Balances 706,929 2,325,247 3,350,392 4,729,300 2,404,053 103.4
Total Revenues 1,624,930 3,192,010 3,985,768 5,230,103 2,038,093 63.8
Unassigned
Encumbrances
Decrease/(Increase) to Obligated 706,929 2,325,247 3,350,392 4,729,300 2,404,053 103.4
Fund Balances
Unassigned

Appendix 151 - South County Roadway Improvement Program (SCRIP)


Charges For Services Category $ 4,503,016 $ 3,000,000 $ 826,770 $ 2,700,000 $ (300,000) (10.0)%
Miscellaneous Revenues Category 0 51,146,022 0 50,819,252 (326,770) (0.6)
Fund Balance Unassigned (43,311,352) (43,846,022) (43,846,022) (45,519,252) (1,673,230) 3.8
Total Revenues (38,808,336) 10,300,000 (43,019,252) 8,000,000 (2,300,000) (22.3)
Beginning Fund Balance - (43,311,352) (43,846,022) (43,846,022) (45,519,252) (1,673,230) 3.8
Unassigned
Current Year Revenue 4,503,016 54,146,022 826,770 53,519,252 (626,770) (1.2)
Encumbrances
Decrease/(Increase) to Obligated 0 0 0 0 0 0.0
Fund Balances
Ending Fund Balance - $ (43,846,022) $ 0 $ (45,519,252) $ 0 $ 0 0.0%
Unassigned

15B - CEO Single Family Housing Appendix
15B - CEO Single Family Housing

15B - CEO Single Family Housing

Property Category
Obligated Fund Balances 2,442,563 1,000,000 0 1,500,000 500,000 50.0
Total Revenues 7,501,899 1,015,000 40,000 1,515,000 500,000 49.3
Other Charges Category 0 1,000,000 0 1,000,000 0 0.0
Other Financing Uses Category 3,500,000 0 0 0 0 0.0
Total Requirements 7,501,900 1,015,000 40,000 1,515,000 500,000 49.3
Unassigned
Current Year Revenue 5,059,336 15,000 40,000 15,000 0 0.0
Current Year Expenses (3,501,900) (1,015,000) (2,800) (1,515,000) (500,000) 49.3
Encumbrances
Fund Balances
Unassigned

Appendix 15D - Countywide Capital Projects Non-General Fund


Intergovernmental Revenues $ 0 $ 3,500,000 $ 3,978,590 $ 0 $ (3,500,000) (100.0)%
Category
Charges For Services Category 2,854,359 474,906 474,906 0 (474,906) (100.0)
Total Revenues 77,308,932 117,974,907 128,015,142 151,456,426 33,481,519 28.4
Services & Supplies Category 8,665 12,913,692 5,003,279 31,117,080 18,203,388 141.0
Other Charges Category 0 200 0 0 (200) (100.0)
Structures & Improvements Category 999 39,048,057 29,179,898 18,644,137 (20,403,920) (52.3)
Obligated Fund Balances 20,165,382 0 76,041,951 13,450,000 13,450,000 0.0
Unassigned
Decrease/(Increase) Reserve for 174,365 0 (1,537,786) 0 0 0.0
Encumbrances
Fund Balances
Unassigned

15F - Orange County Housing Authority (OCHA) Appendix


Property Category
Category
Charges For Services Category 235 0 3,143 2,845 2,845 0.0
Total Revenues 199,588,999 239,854,383 216,551,029 255,343,463 15,489,080 6.5
Equipment Category 0 40,000 0 40,000 0 0.0
Category
Other Financing Uses Category 43,541 70,000 0 72,000 2,000 2.9
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 15G - OC Housing
15G - OC Housing
15G - OC Housing

Property Category
Category
Miscellaneous Revenues Category 20,221 3,072,000 3,072,331 0 (3,072,000) (100.0)
Obligated Fund Balances 418,981 976,642 0 1,212,091 235,449 24.1
Total Revenues 5,849,441 44,711,490 38,584,470 17,575,364 (27,136,126) (60.7)
Structures & Improvements Category 0 7,920,000 7,920,000 0 (7,920,000) (100.0)
Other Financing Uses Category 0 3,537,185 3,537,185 521,481 (3,015,704) (85.3)
Unassigned
Prior Year Expenses (146,698) 0 66,757 0 0 0.0
Encumbrances
Decrease/(Increase) to Obligated 418,981 976,642 (235,450) 1,212,091 235,449 24.1
Fund Balances
Ending Fund Balance - $ 0 $ 2 $ 0 $ 0 $ (2) (100.0)%
Unassigned

15H - CalHome Program Reuse Fund Appendix


Property Category
Total Revenues 41,829 1,160,525 5,685 1,156,736 (3,789) (0.3)
Services & Supplies Category 308 1,160,525 677 1,156,736 (3,789) (0.3)
Unassigned
Current Year Expenses (308) (1,160,525) (677) (1,156,736) 3,789 (0.3)
Encumbrances
Fund Balances
Unassigned

Appendix 15I - Countywide IT Projects Non-General Fund


Charges For Services Category $ 0 $ 0 $ 465,589 $ 0 $ 0 0.0%
Total Revenues 7,024,348 12,404,349 6,825,513 9,764,424 (2,639,925) (21.3)
Services & Supplies Category 0 8,633,488 4,844,666 4,446,873 (4,186,615) (48.5)
Special Items Category 0 516,692 0 1,443,420 926,728 179.4
Unassigned
Encumbrances
Fund Balances
Unassigned

15J - Pension Obligation Bonds Debt Service Appendix


Revenue from Use of Money and $ 8,080,796 $ 8,638,050 $ 8,637,959 $ 1,974,645 $ (6,663,405) (77.1)%
Property Category
Total Revenues 14,502,103 15,503,022 15,502,303 3,546,010 (11,957,012) (77.1)
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 15K - Limestone Regional Park Mitigation Endowment


Revenue from Use of Money and $ 6,947 $ 6,865 $ 3,400 $ 6,800 $ (65) (0.9)%
Property Category
Total Revenues 6,947 6,865 3,400 6,800 (65) (0.9)
Special Items Category 0 6,565 0 6,550 (15) (0.2)
Unassigned
Current Year Revenue 6,947 6,865 3,400 6,800 (65) (0.9)
Current Year Expenses (210) (6,865) (204) (6,800) 65 (0.9)
Encumbrances
Fund Balances
Unassigned

15L - 800 MHz CCCS Appendix
15L - 800 MHz CCCS

15L - 800 MHz CCCS

Property Category
Category
Total Revenues 7,518,995 11,075,574 6,793,874 13,999,115 2,923,541 26.4
Equipment Category 1,258,071 950,000 921,421 624,000 (326,000) (34.3)
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 15N - Delta Special Revenue


Revenue from Use of Money and $ 2,857 $ 3,300 $ 1,482 $ 700 $ (2,600) (78.8)%
Property Category
Total Revenues 5,698 17,900 6,309 17,345 (555) (3.1)
Unassigned
Current Year Revenue 2,857 3,300 1,482 700 (2,600) (78.8)
Current Year Expenses (4,799) (17,900) (7,345) (17,345) 555 (3.1)
Encumbrances
Fund Balances
Unassigned

15T - El Toro Improvement Fund Appendix


Property Category
Category
Total Revenues 2,700,280 7,071,903 6,548,554 4,921,050 (2,150,853) (30.4)
Structures & Improvements Category 0 2,117,000 2,092,398 0 (2,117,000) (100.0)
Special Items Category 0 499,508 0 2,886,050 2,386,542 477.8
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 15U - Strategic Priority Affordable Housing


Property Category
Miscellaneous Revenues Category 1,250 1,250 0 0 (1,250) (100.0)
Total Revenues 243,375 332,245 51,275 352,553 20,308 6.1
Unassigned
Encumbrances
Fund Balances
Unassigned

15Y - Teeter Series A Debt Service Fund Appendix


Fines, Forfeitures & Penalties $ 6,927,162 $ 7,400,000 $ 6,000,000 $ 4,000,000 $ (3,400,000) (46.0)%
Category
Revenue from Use of Money and 1,813,393 1,200,000 900,000 500,000 (700,000) (58.3)
Property Category
Total Revenues 92,448,555 67,752,000 57,625,000 122,507,000 54,755,000 80.8
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 16D - OC Animal Shelter Construction Fund


Property Category
Intergovernmental Revenues 2,467,538 2,467,538 2,467,538 2,467,538 0 0.0
Category
Other Financing Sources Category 12,700,000 2,192,736 1,984,932 0 (2,192,736) (100.0)
Obligated Fund Balances 6,488 0 0 209,073 209,073 0.0
Total Revenues 15,327,944 4,767,156 4,562,152 2,764,493 (2,002,663) (42.0)
Structures & Improvements Category 0 104,793 0 183,073 78,280 74.7
Unassigned
Encumbrances
Decrease/(Increase) to Obligated 6,488 0 0 209,073 209,073 0.0
Fund Balances
Unassigned

170 - Housing Asset Fund Appendix
170 - Housing Asset Fund

170 - Housing Asset Fund

Property Category
Miscellaneous Revenues Category (137,248) 0 0 0 0 0.0
Total Revenues 627,742 11,473,357 3,054,936 8,735,629 (2,737,728) (23.9)
Services & Supplies Category 760,811 11,473,357 3,100,001 8,735,629 (2,737,728) (23.9)
Unassigned
Current Year Expenses (715,746) (11,473,357) (3,100,001) (8,735,629) 2,737,728 (23.9)
Encumbrances
Decrease/(Increase) to Obligated 235,119 11,215,373 2,767,743 8,447,629 (2,767,744) (24.7)
Fund Balances
Unassigned

Appendix 174 - OC Road - Capital Improvement Projects


Property Category
Category
Obligated Fund Balances 0 0 0 2,881,481 2,881,481 0.0
Total Revenues 63,944,072 53,701,242 53,879,057 66,576,269 12,875,027 24.0
Land Category 12,427 625,000 238,861 267,000 (358,000) (57.3)
Intangible Assets-Non-Amortizable 0 500,000 0 0 (500,000) (100.0)
Category
Unassigned
Prior Year Expenses 0 0 (13,634,141) 0 0 0.0
Decrease/(Increase) Reserve for (22,606,288) 0 13,634,141 0 0 0.0
Encumbrances
Decrease/(Increase) to Obligated (18,711,774) 0 (8,058,928) 2,881,481 2,881,481 0.0
Fund Balances
Unassigned

270 - Compressed Natural Gas Enterprise Fund Appendix


FY 2019-2020 FY 2020-2021 FY 2021-2022
Operating Detail Actual Estimate Recommended Budget
OPERATING REVENUES
Taxes
6290 Other Taxes 49,650 13,646 25,000
Total Taxes 49,650 13,646 25,000
Revenue from Use of Money and Property
6630 Royalties 95,462 115,619 76,000
Total Revenue from Use of Money and Property 95,462 115,619 76,000
TOTAL OPERATING REVENUES 145,112 129,265 101,000
OPERATING EXPENSES
Services & Supplies
1300 Maintenance Equipment - Non-IT Maintenance 443 81 0
1900 Professional and Specialized Services 773 183 81
1911 CWCAP Charges 1,476 0 10,040
1912 Investment Administrative Fees 11 0 50
2100 Rents and Leases - Equipment 0 32 0
2400 Special Departmental Expense 7,828 0 0
Total Services & Supplies 10,531 296 10,171
TOTAL OPERATING EXPENSES 10,531 296 10,171
OPERATING INCOME (LOSS) 134,581 128,969 90,829
NON-OPERATING REVENUES
6610 Interest 326 1,815 890
Total Revenue from Use of Money and Property 326 1,815 890
Miscellaneous Revenues
7670 Miscellaneous Revenue 2,233 0 0
Total Miscellaneous Revenues 2,233 0 0
TOTAL NON-OPERATING REVENUES 2,559 1,815 890
NON-OPERATING EXPENSES
Special Items
5000 Special Items 0 0 355,968
Total Special Items 0 0 355,968
TOTAL NON-OPERATING EXPENSES 0 0 355,968
NON-OPERATING INCOME (LOSS) 2,559 1,815 (355,078)
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS 137,140 130,784 (264,249)
Changes to Reserves - Encumbrance - (Inc)/Dec. 10,673 113 0
Changes to Reserves - Net Position - Reserved - (Inc)/Dec. 21,478 0 0
CHANGE IN NET POSITION 169,291 130,897 (264,249)
Net Position - Beginning Balance (35,939) 133,352 264,249
Net Position - Ending Balance 133,352 264,249 0

Appendix 273 - OCWR Capital Project Fund


FY 2019-2020 FY 2020-2021 FY 2021-2022
OPERATING EXPENSES
Services & Supplies
1402 Minor Alterations and Improvements (2,736) 0 0
1912 Investment Administrative Fees 13,579 20,000 25,000
Total Services & Supplies 10,843 20,000 25,000
Capital Assets
Buildings & Improvements
4200 Buildings and Improvements 0 0 60,764,332
Total Buildings & Improvements 0 0 60,764,332
Total Capital Assets 0 0 60,764,332
Miscellaneous
5300 Depreciation 6,136,262 6,245,162 0
Total Miscellaneous 6,136,262 6,245,162 0
TOTAL OPERATING EXPENSES 6,147,105 6,265,162 60,789,332
OPERATING INCOME (LOSS) - Note 1 (6,147,105) (6,265,162) (60,789,332)
6610 Interest 451,301 285,000 180,000
TOTAL NON-OPERATING REVENUES 451,301 285,000 180,000
Special Items
5000 Special Items 0 0 17,989,110
Total Special Items 0 0 17,989,110
TOTAL NON-OPERATING EXPENSES 0 0 17,989,110
NON-OPERATING INCOME (LOSS) 451,301 285,000 (17,809,110)
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS - (5,695,804) (5,980,162) (78,598,442)
Note 2
7812 Transfers In - from Funds 2AA-299 16,234,447 26,536,000 51,070,000
4802 Transfers Out - to Funds 2AA-299 (166,924) 0 0
Changes to Reserves - Encumbrance - (Inc)/Dec. (2,884,399) (2,155,592) 0
Changes to Reserves - Net Investment in Capital Assets - (Inc)/Dec. (24,956) (19,817,013) 0
CHANGE IN NET POSITION 7,462,364 (1,416,767) (27,528,442)
Net Position - Beginning Balance 21,482,845 28,945,209 27,528,442
Net Position - Ending Balance 28,945,209 27,528,442 0
CAPITAL ASSET ACQUISITIONS
4200 Buildings and Improvements
P732 Prima ZN4 Phase Mass Excavation/GW 0 100,000 5,000,000

273 - OCWR Capital Project Fund Appendix

FY 2019-2020 FY 2020-2021 FY 2021-2022
P738 FRB Phase VIII-A Groundwater Projection & Stockpile Project 627,995 8,456,384 17,000,000
P741 Prima Steel Materials Storage Structure 1,280,168 50,925 0
P743 OAL Front Slope Improvement Project - Phase 2 (9,403) 0 0
P746 FRB Crew Quarters Trailer And Parking Lot Project 577,050 0 0
P752 Prima Sycamore/Oak Tree Installation 0 300,000 600,000
P753 Olinda LFG Header Improvements 0 0 2,400,000
P755 FRB IGP Storm Water Compliance Upgrades 0 635,000 0
P759 Prima View Shed Phase IV 463,143 0 0
P765 FRB Water Tank Relocation 0 0 130,000
P771 FRB VIIIB South East Perimeter Road Construction 0 2,200,000 0
P772 Prima Re-Power 0 300,000 200,000
P776 Bee Canyon Greenery 1,110,670 4,927,519 0
P777 Capistrano Greenery 791,641 3,550,024 0
P778 Prima Litter Fence Odor Control Misting System 0 678,573 0
P779 Valencia Greenery 0 0 4,834,332
P781 Prima Deshecha Flare Replacement 0 350,000 1,200,000
P782 Fee Booth Replacement 0 1,100,000 4,000,000
P783 FRB LINER RESTORATION FROM FIRE DAMAGE 0 3,413,750 0
P784 FRB East Drainage Remediation 0 0 15,000,000
P785 FRB Sewer Line and Water Treatment System 0 0 3,000,000
P786 FRB Infrastructure Relocation 0 0 2,000,000
P787 Prima Infrastructure Phase I 0 0 3,000,000
P789 Prima Zone 1 Phase D2 Liner & Groundwater 0 0 2,400,000
Total 4200 Buildings and Improvements 4,841,264 26,062,175 60,764,332
TOTAL CAPITAL ASSET ACQUISITIONS 4,841,264 26,062,175 60,764,332
Note 1 - Operating Loss is overstated in the 2021-22 Recommended and Adopted by the Board of Supervisors columns due to budgeted capital asset expenditures
that will be capitalized at year-end.
Note 2 - Loss Before Capital Contributions and Transfers is overstated in the 2021-22 Recommended and Adopted by the Board of Supervisors columns due to bud-
geted capital asset expenditures that will be capitalized at year-end.

Appendix 274 - OCWR Corrective Action Escrow


FY 2019-2020 FY 2020-2021 FY 2021-2022
6610 Interest 166,785 80,000 40,000
Special Items
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS 166,785 80,000 (612,581)
CHANGE IN NET POSITION 166,785 80,000 (612,581)
Net Position - Beginning Balance 365,795 532,580 612,581

275 - OCWR - Environmental Reserve Appendix


FY 2019-2020 FY 2020-2021 FY 2021-2022
OPERATING EXPENSES
Services & Supplies
TOTAL OPERATING EXPENSES 35,599 37,000 30,000
OPERATING INCOME (LOSS) (35,599) (37,000) (30,000)
6610 Interest 1,175,715 600,000 300,000
Total Revenue from Use of Money and Property 1,175,715 600,000 300,000
TOTAL NON-OPERATING REVENUES 1,175,715 600,000 300,000
Special Items
5000 Special Items 0 0 10,570,000
NON-OPERATING INCOME (LOSS) 1,175,715 600,000 (10,270,000)
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS 1,140,116 563,000 (10,300,000)
7812 Transfers In - from Funds 2AA-299 0 0 10,300,000
4802 Transfers Out - to Funds 2AA-299 0 (30,000,000) 0
Changes to Reserves - Net Position - Reserved - (Inc)/Dec. 0 18,941,356 0
CHANGE IN NET POSITION 1,140,116 (10,495,644) 0
Net Position - Beginning Balance 9,355,528 10,495,644 0
Net Position - Ending Balance 10,495,644 0 0

Appendix 279 - OCWR - Landfill Post-Closure Maintenance
279 - OCWR - Landfill Post-Closure Maintenance

279 - OCWR - Landfill Post-Closure Maintenance

FY 2019-2020 FY 2020-2021 FY 2021-2022
OPERATING EXPENSES
Services & Supplies
0740 Enterprise Telephone Service Charges 0 0 9,000
1001 Household Expense - Trash 0 0 6,000
1400 Maintenance - Buildings and Improvements 73,768 334,238 1,715,500
1900 Professional and Specialized Services (41,401) 0 2,860,000
2100 Rents and Leases - Equipment 0 0 7,500
2400 Special Departmental Expense 1,968,036 370 1,400,000
2490 Landfill Closure/Postclosure Costs 5,286,156 8,500,000 6,800,000
2602 Garage Expense 202 0 40,000
2801 Utilities - Purchased Electricity 0 0 200,000
2803 Utilities - Purchased Water 0 0 75,000
Total Services & Supplies 7,358,941 8,934,608 13,313,000
Other Charges
3700 Taxes and Assessments 0 0 120,000
Total Other Charges 0 0 120,000
OPERATING INCOME (LOSS) (7,358,941) (8,934,608) (13,433,000)
6610 Interest 2,388,076 1,400,000 840,000
Total Revenue from Use of Money and Property 2,388,076 1,400,000 840,000
7670 Miscellaneous Revenue 0 23,148 0
Total Miscellaneous Revenues 0 23,148 0
TOTAL NON-OPERATING REVENUES 2,388,076 1,423,148 840,000
NON-OPERATING INCOME (LOSS) 2,388,076 1,423,148 840,000
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS (4,970,865) (7,511,460) (12,593,000)
7810 Transfers In - from Fund 100 185,227 208,133 0
7811 Transfers In - from Funds 101-199 19,054,846 4,635,622 15,380,000
7812 Transfers In - from Funds 2AA-299 9,636,854 34,800,000 0
4801 Transfers Out - to Funds 101-199 (13,500,000) (40,000,000) 0
4802 Transfers Out - to Funds 2AA-299 0 0 (10,300,000)
Changes to Reserves - Encumbrance - (Inc)/Dec. (213,966) 435,973 0
Changes to Reserves - Net Position - Reserved - (Inc)/Dec. 0 (5,080,818) 5,385,823
Changes to Reserves - Net Position - Restricted - (Inc)/Dec. (1,212,000) 0 2,025,812
CHANGE IN NET POSITION 8,980,096 (12,512,550) (101,365)
Net Position - Beginning Balance 3,633,819 12,613,915 101,365
Net Position - Ending Balance 12,613,915 101,365 0

280 - Airport - Operating Enterprise Appendix


FY 2019-2020 FY 2020-2021 FY 2021-2022
OPERATING REVENUES
6620 Rents and Concessions 100,888,038 76,772,641 96,005,108
Total Revenue from Use of Money and Property 100,888,038 76,772,641 96,005,108
Charges For Services
7590 Other Charges for Services 20,125,756 12,418,960 20,502,257
Total Charges For Services 20,125,756 12,418,960 20,502,257
TOTAL OPERATING REVENUES 121,013,794 89,191,601 116,507,365
OPERATING EXPENSES
Salaries & Benefits
0100 Salaries and Wages (41,217) 0 0
0101 Regular Salaries 14,079,544 12,940,049 14,794,501
0102 Extra Help 287,995 366,921 159,000
0103 Overtime 619,515 716,673 665,850
0104 Annual Leave Payoffs 159,147 269,914 322,778
0105 Vacation Payoffs 120,781 170,456 50,000
0111 Other Pay 147,548 230,680 210,236
0200 Retirement 4,119,568 4,237,223 5,265,467
0204 County Paid Executive Deferred Compensation Plan 20,305 21,041 20,102
0205 1.62% Retirement ER Contribution 401(A) Plan 57,762 74,577 147,240
0206 Retiree Medical 526,026 444,553 503,950
0207 Health Reimbursement Account 0 126,082 0
0208 Pension Prepayment Discount (183,168) (206,077) (281,279)
0301 Unemployment Insurance 0 0 14,793
0305 Salary Continuance Insurance 28,103 8,230 18,382
0306 Health Insurance 1,802,076 1,680,949 1,969,356
0308 Dental Insurance 36,649 26,191 40,896
0309 Life Insurance 3,291 2,610 3,648
0310 Accidental Death and Dismemberment Insurance 726 640 1,224
0319 Other Insurance 99,083 83,673 95,784
0352 Workers Compensation - General 365,448 1,298,820 294,080
0401 Medicare 218,949 214,623 214,962
0402 Executive Car Allowance 18,360 18,360 18,360
0403 Optional Benefit Program 130,153 145,208 136,224
Total Salaries & Benefits 22,616,644 22,871,396 24,665,554
Services & Supplies
0600 Clothing and Personal Supplies 50,775 59,543 42,200

Appendix 280 - Airport - Operating Enterprise

FY 2019-2020 FY 2020-2021 FY 2021-2022
0740 Enterprise Telephone Service Charges 39,442 71,877 40,000

0741 Telephone Service Charges from Vendors 156,569 294,750 300,000
0742 Cell Phones, Pagers, Blackberry Devices 97,052 95,311 95,100
0900 Food 2,362 484 1,350
1000 Household Expense 5,803,829 6,600,152 7,199,844
1100 Insurance 1,279,390 1,727,947 2,025,899
1300 Maintenance Equipment - Non-IT Maintenance 96,181 129,809 102,281
1340 Software Maintenance & Support 597,188 929,371 1,020,493
1341 Hardware Maintenance & Support 1,910,324 5,154,110 3,375,448
1400 Maintenance - Buildings and Improvements 10,362,382 15,070,105 13,262,000
1402 Minor Alterations and Improvements 2,525,923 1,782,906 1,275,000
1404 Major Alterations and Improvements 92,199 127,054 0
1600 Memberships 136,559 213,833 166,134
1800 Office Expense 228,078 373,670 238,863
1801 Duplicating Services (Publishing Services) 4,666 2,524 2,500
1802 Periodicals and Journals 11,259 1,400 0
1803 Postage 6,861 13,603 12,000
1809 Minor Office Equipment to be Controlled 90,297 70,515 28,600
1840 IT Hardware Purchases (Purchases under $5,000) 277,112 769,313 393,000
1900 Professional and Specialized Services 42,404,095 43,389,425 48,487,936
1908 Temporary Help 12,227 660 0
1911 CWCAP Charges 608,283 633,896 692,542
1913 Merchant Fees 608,346 300,164 750,000
1940 Enterprise IT Services 268,527 484,291 1,001,296
1941 IT Professional Services Contracts 1,113,800 1,106,651 1,231,694
2000 Publications and Legal Notices 16,731 25,799 28,900
2100 Rents and Leases - Equipment 99,684 121,018 0
2110 Short-Term Leases-Equipment 0 0 104,600
2140 Software Leases & Licenses 365,279 452,609 434,823
2200 Rents and Leases - Buildings and Improvements 15,836 18,000 0
2210 Short-Term Lease-Buildings and Improvements 0 0 18,038
2300 Small Tools and Instruments 36,826 49,868 27,350
2400 Special Departmental Expense 691,668 648,891 1,216,850
2600 Transportation and Travel - General 134,257 197,865 213,000
2601 Private Auto Mileage 2,001 1,181 2,450
2602 Garage Expense 518,559 413,480 431,144
2700 Transportation and Travel - Meetings/Conferences 82,148 49,442 94,343
2800 Utilities 1,677 3,736 2,000
2801 Utilities - Purchased Electricity 1,765,487 2,670,831 2,000,000
2802 Utilities - Purchased Gas 1,358,888 1,346,264 1,300,000
2803 Utilities - Purchased Water 465,368 450,633 450,000


FY 2019-2020 FY 2020-2021 FY 2021-2022

Other Charges
3100 Contributions to Non-County Government Agencies 0 0 4,849,632
3700 Taxes and Assessments 160,246 180,000 180,000
Total Other Charges 160,246 180,000 5,029,632
Capital Assets
Equipment
4000 Equipment (Purchases over $5,000) 0 0 3,143,337
4040 IT Equipment (Purchases over $5,000) 0 0 1,308,044
Total Equipment 0 0 4,451,381
4200 Buildings and Improvements 0 0 0
Total Buildings & Improvements 0 0 0
Intangible Assets - Amortizable
4251 Commercially Acquired Multi-Year Software Amortizable 0 0 832,000
4252 Internally Generated Computer Software 0 0 523,270
Total Intangible Assets - Amortizable 0 0 1,355,270
Miscellaneous
5300 Depreciation 32,621,978 36,199,211 39,490,813
5350 Amortization 618,919 0 0
Total Miscellaneous 33,240,897 36,199,211 39,490,813
OPERATING INCOME (LOSS) - Note 1 (9,438,735) (56,008,242) (46,647,963)
Fines, Forfeitures & Penalties
6530 Forfeitures and Penalties 426,850 189,133 121,401
Total Fines, Forfeitures & Penalties 426,850 189,133 121,401
6610 Interest 3,184,052 1,172,683 1,172,683
7050 Federal - Construction 423,343 463,147 3,529,295
7060 Federal - Disaster Relief 4,781,701 21,184,341 19,338,507
7110 Federal - Other 75,750 75,750 151,500
Total Intergovernmental Revenues 5,280,794 21,723,238 23,019,302
7670 Miscellaneous Revenue 70,468 34,212 35,478
7680 Six-Month Expired (Outlawed) Checks 185 119 0
7690 Returned Check Charges 107 (35) 0
Total Miscellaneous Revenues 70,760 34,296 35,478
Other Financing Sources

Appendix 280 - Airport - Operating Enterprise

FY 2019-2020 FY 2020-2021 FY 2021-2022
7852 Capital Asset Sales - Non-Taxable - Resale 0 4,078 0

7950 Adjustments Due to Reclassification 6,360 0 0
Total Other Financing Sources 6,360 4,078 0
TOTAL NON-OPERATING REVENUES 8,968,816 23,123,428 24,348,864
Special Items
5000 Special Items 0 0 18,942,460
Miscellaneous
5400 Loss or (Gain) on Disposition of Assets (1,951) 4,127 0
Total Miscellaneous (1,951) 4,127 0
TOTAL NON-OPERATING EXPENSES (1,951) 4,127 18,942,460
NON-OPERATING INCOME (LOSS) 8,970,767 23,119,301 5,406,404
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS - (467,968) (32,888,941) (41,241,559)
Note 2
7812 Transfers In - from Funds 2AA-299 12,906,103 0 0
4802 Transfers Out - to Funds 2AA-299 (28,259,252) (6,233,500) (29,671,536)
Changes to Reserves - Encumbrance - (Inc)/Dec. (7,310,935) 17,577,488 0
Changes to Reserves - Net Position - Reserved - (Inc)/Dec. (11,349,300) (6,112,923) 0
Changes to Reserves - Net Investment in Capital Assets - (Inc)/Dec. 20,157,588 27,095,158 39,490,813
CHANGE IN NET POSITION (14,323,764) (562,718) (31,422,282)
Equipment
4000 Equipment 251,637 3,868,197 3,143,337
4040 IT Equipment (Purchases over $5,000) 345,215 3,036,811 1,308,044
Total Equipment 596,852 6,905,008 4,451,381
Intangible Assets-Amortizable
4251 Commercially Acquired Multi-Year Software Amortizable
0370 Information Systems 4,309 139,905 82,000
I201 Identity Management Software 333,213 231,837 0
I502 Emergency Phone System Upgrade 0 244,000 0
I503 Building Automation System Platform Upgrade 31,273 93,778 0
I505 Baggage Handling System Replacement & Upgrades 0 750,000 750,000
Total 4251 Commercially Acquired Multi-Year Software Amortizable 368,795 1,459,520 832,000
4252 Internally Generated Computer Software
I201 Identity Management Software 40,752 116,813 0
I501 Computerized Maintenance Management Software 401,750 630,917 500,000


FY 2019-2020 FY 2020-2021 FY 2021-2022
0600 Budget & Finance 0 0 23,270

Total 4252 Internally Generated Computer Software 442,502 747,730 523,270
Total Intangible Assets-Amortizable 811,297 2,207,250 1,355,270

Appendix 281 - Airport Construction Fund


FY 2019-2020 FY 2020-2021 FY 2021-2022
OPERATING EXPENSES
Services & Supplies
1900 Professional and Specialized Services 3,701 0 0
Capital Assets
TOTAL OPERATING EXPENSES 28,285 35,000 35,483,000
OPERATING INCOME (LOSS) - Note 1 (28,285) (35,000) (35,483,000)
6610 Interest 830,623 332,325 332,325
7050 Federal - Construction 237,906 5,845,414 8,528,741
Total Intergovernmental Revenues 237,906 5,845,414 8,528,741
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS - 1,040,244 6,142,739 (26,621,934)
Note 2
7812 Transfers In - from Funds 2AA-299 22,013,802 0 24,170,036
4802 Transfer Out - to Funds 2AA-299 (12,906,103) 0 0
Changes to Reserves - Encumbrance - (Inc)/Dec. 4,425,636 11,297,103 0
Changes to Reserves - Net Investment in Capital Assets - (Inc)/Dec. (19,382,877) (41,878,117) 0
Changes to Net Position, Unrestricted - Inc/(Dec.) - Note 3 (72,908,063) 0 0
CHANGE IN NET POSITION (77,717,361) (24,438,275) (2,451,898)
P101 Program PM/Consultant Services 21,148 448,551 4,350,000
P107 Testing & Inspection 42,620 43,665 1,800,000
P202 Terminal Improvements 744,635 483,287 0
P211 Paularino Gate Improvements 43,036 0 0
P403 Central Plant - 12KV Distribution Improvements 22,165 230,295 0

281 - Airport Construction Fund Appendix

FY 2019-2020 FY 2020-2021 FY 2021-2022
P404 Central Plant-Generator Engines Blackstart 1,781,214 7,235,803 4,303,000

P409 Airport Operations Center 11,274,576 4,357,233 1,084,000
P410 Taxiway B Resurfacing (31,333) 39,221 0
P415 Airfield Lighting & Signage Improvements 481,459 6,147,517 1,000
P416 Parking Structures A1, A2 & B2 Repairs 0 0 30,000
P418 Terminal Gate 14 Holdroom Improvements 608,693 44,668 0
P419 Upgrade Common Use Passenger Processing System 0 5,200 0
P421 Apron Flood Light Pole Addition 0 18,045 0
P422 Terminal C Taxi Staging Area 0 16,321 0
P424 Taxiways A-D-E Reconstruction 698 300,000 1,500,000
P426 Replace Terminals A & B Air Handlers 3,798,127 91,687 0
P428 Airport Exterior Lighting Improvements 3,250 229,567 0
P429 Main St Parking Lot Restroom and Equipment Room Renovations 0 0 400,000
P431 Taxi Lot Restroom Facility 73,992 5,219 0
P433 BEDS Facility Improvements 101,140 56,487 417,000
P434 AVI Upgrades 4,267 3,000 0
P435 Concession Development - Infrastructure Work 9,812,130 1,803,901 10,000
P438 General Aviation Infrastructure Improvements 0 100,000 0
P439 Bldg. 3160 Reception Area Security Improvements 37,836 4,897 0
P440 Facility Accessibility Improvements 257,203 278,147 2,000,000
P441 Terminals A+B HVAC Ducting Refurbishments 1,086,876 500 0
P442 Terminal A&B Inbound Baggage System Improvements 185,467 303,171 2,807,000
P443 Repair Terminal Roof and Replace Expansion Joints 116,622 584,200 4,900,000
P445 Modify/Enhance Terminal Seating Electrical Power 21,323 400,000 2,000
P446 Rental Car Reconfiguration 1,744,898 10,776,141 2,000
P447 Terminal Building Curtain Wall Modification 60,641 7,656,867 1,930,000
P448 Terminal Floors Expansion Joints Improvements 0 200,000 2,000
P449 Centralized Post-Security Receiving and Storage Facility 0 0 0
P450 Biffy Dump Redesign 0 14,529 10,000
P451 EV Charging Infrastructure - Main St and T-Lot 0 0 7,000,000
P452 Plumbing Infrastructure Replacement 0 0 1,000,000
P453 Methacrylate Road Protection Coating 0 0 1,500,000
P454 Electric Bus Driveway Modifications 0 0 400,000
Total 4200 Buildings and Improvements 32,292,683 41,878,119 35,448,000
Note 3 - In FY 2019-20, a journal voucher correction to Net Position was made by the Department. The correction was related to the reversal of a FY 2018-19 year
end accrual of a Transfer In from fund 283 for $72.9 million.

Appendix 283 - Airport Debt Service Fund


FY 2019-2020 FY 2020-2021 FY 2021-2022
OPERATING EXPENSES
Services & Supplies
1900 Professional and Specialized Services 0 5,250 6,375
OPERATING INCOME (LOSS) (36,326) (44,571) (56,375)
6610 Interest 1,279,826 280,486 280,486
Total Revenue from Use of Money and Property 1,279,826 280,486 280,486
7720 Passenger Facility Charge 13,868,696 3,481,882 11,582,804
Total Miscellaneous Revenues 13,868,696 3,481,882 11,582,804
Other Charges
3200 Bond Redemption 0 0 6,750,000
3300 Interest on Bonds 1,997,807 1,739,920 3,000,500
Total Other Charges 1,997,807 1,739,920 9,750,500
Special Items
5000 Special Items 0 0 70,441,650
TOTAL NON-OPERATING EXPENSES 1,997,807 1,739,920 80,192,150
NON-OPERATING INCOME (LOSS) 13,150,715 2,022,448 (68,328,860)
Note 1
Changes to Reserves - Net Position - Reserved - (Inc)/Dec. 0 0 0
Changes to Reserves - Net Investment in Capital Assets - (Inc)/Dec. (4,616,755) (11,815,000) 0
Net Position, Restricted - (Inc)/Dec. 0 0 0
Changes to Net Position, Unrestricted - Inc/(Dec.) - Note 2 72,908,063 0 0
Net Position - Beginning Balance (21,163,789) 66,487,358 62,883,735
Note 1 -Loss Before Capital Contributions and Transfers is overstated in the 2021-22 Recommended and Adopted by the Board of Supervisors columns due to bond
redemption expenditures that will be capitalized at year-end.
Note 2 - In FY 2019-20, a journal voucher correction to Net Position was made by the Department. The correction was related to the reversal of a FY 2018-19 year
end accrual of a Transfer In from fund 283 for $72.9 million.

284 - OCWR-FRB/Bee Canyon Landfill Escrow Appendix


FY 2019-2020 FY 2020-2021 FY 2021-2022
OPERATING EXPENSES
Services & Supplies
2490 Landfill Closure/Postclosure Costs 837,084 800,000 1,200,000
Total Services & Supplies 837,084 800,000 1,200,000
OPERATING INCOME (LOSS) (837,084) (800,000) (1,200,000)
6610 Interest 592,866 272,000 136,000
Special Items
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS (244,218) (528,000) (1,700,126)
Changes to Reserves - Net Position - Restricted - (Inc)/Dec. 1,051,427 0 (800,000)
CHANGE IN NET POSITION 807,209 (528,000) (2,500,126)

Appendix 286 - OCWR - Brea/Olinda Landfill Escrow


FY 2019-2020 FY 2020-2021 FY 2021-2022
Recommended
Operating Detail Actual Estimate Budget
OPERATING EXPENSES
Services & Supplies
2490 Landfill Closure/Postclosure Costs 1,374,783 1,300,000 2,000,000
6610 Interest 790,051 362,000 181,000
NON-OPERATING INCOME (LOSS) 790,051 362,000 181,000
Changes to Reserves - Net Position - Restricted (Inc)/Dec. 1,287,852 0 1,350,278
CHANGE IN NET POSITION 703,120 (938,000) (468,722)
Net Position - Beginning Balance 703,602 1,406,722 468,722
Net Position - Ending Balance 1,406,722 468,722 0

287 - OCWR - Prima Deshecha Landfill Escrow Appendix


FY 2019-2020 FY 2020-2021 FY 2021-2022
Recommended
OPERATING EXPENSES
Services & Supplies
2490 Landfill Closure/Postclosure Costs 805,643 800,001 1,300,000
Total Services & Supplies 805,643 800,001 1,300,000
OPERATING INCOME (LOSS) (805,643) (800,001) (1,300,000)
6610 Interest 417,553 362,000 181,000
Changes to Reserves - Net Position - Restricted (Inc)/Dec. 117,110 203,703 1,119,000
CHANGE IN NET POSITION (270,980) (234,298) 0
Net Position - Beginning Balance 505,278 234,298 0
Net Position - Ending Balance 234,298 0 0

Appendix 289 - OCIT Countywide Services


FY 2019-2020 FY 2020-2021 FY 2021-2022
Recommended
OPERATING REVENUES
6620 Rents and Concessions 1,525,271 1,535,089 1,645,260
OPERATING EXPENSES
Salaries & Benefits
0100 Salaries and Wages 242,911 0 304,396
0102 Extra Help 236,914 (107) 0
0103 Overtime 75,023 84,052 69,667
0111 Other Pay 7 0 0
0200 Retirement 2,092,837 2,542,593 2,939,627
0206 Retiree Medical 263,153 263,959 278,704
0306 Health Insurance 779,531 869,969 938,460
0309 Life Insurance 2,811 2,453 3,036
0310 Accidental Death and Dismemberment Insurance 661 598 864
0319 Other Insurance 22,630 22,106 22,344
0352 Workers Compensation - General 27,257 26,009 26,766
0401 Medicare 109,134 112,666 118,854
Services & Supplies
0741 Telephone Service Charges from Vendors 9,947,021 8,096,958 7,287,024

289 - OCIT Countywide Services Appendix

FY 2019-2020 FY 2020-2021 FY 2021-2022
Recommended

0900 Food 104 0 2,500
1000 Household Expense 359,865 273,171 286,628
1001 Household Expense - Trash 10,223 6,227 11,965
1100 Insurance 134,512 134,512 176,148
1340 Software Maintenance & Support 1,119,625 1,869,923 2,166,994
1341 Hardware Maintenance & Support 1,995,418 1,253,476 1,396,928
1400 Maintenance - Buildings and Improvements 373,799 309,561 313,000
1402 Minor Alterations and Improvements 767,489 957,555 200,370
1500 Medical, Dental and Laboratory Supplies 0 0 200
1600 Memberships 32,688 36,048 39,284
1700 Miscellaneous Expense 0 0 2,000
1800 Office Expense 58,256 73,181 106,600
1801 Duplicating Services (Publishing Services) 490 1,760 1,520
1802 Periodicals and Journals 0 485 0
1803 Postage 985 1,269 1,300
1809 Minor Office Equipment to be Controlled 0 0 3,500
1840 IT Hardware Purchases (Purchases under $5,000) 844,880 1,587,723 561,077
1908 Temporary Help 50,400 0 234,000
1911 CWCAP Charges 511,766 550,000 512,000
1920 Non-Claimable Administrative Expense 19,486 19,486 20,000
1940 Enterprise IT Services 8,446,172 10,919,596 10,308,586
1941 IT Professional Services Contracts 28,010,354 39,211,709 38,776,144
2140 Software Leases & Licenses 3,192,769 3,373,932 5,437,462
2141 IT Hardware Leases 19,935 49,775 0
2142 Short-Term Lease-IT Equipment 0 0 1,200
2200 Rents and Leases - Buildings and Improvements 12,563 2,204 0
2210 Short-Term Lease-Buildings and Improvements 0 0 11,524
2400 Special Departmental Expense 29,268 123,925 93,500
2602 Garage Expense 100,937 54,911 103,817
2740 IT Training & Travel 12,650 54,917 38,900
2800 Utilities 5,337 0 15,500

Appendix 289 - OCIT Countywide Services

FY 2019-2020 FY 2020-2021 FY 2021-2022
Recommended
2801 Utilities - Purchased Electricity 1,035,528 1,008,637 1,103,895

2802 Utilities - Purchased Gas 2,836 2,114 2,900
2890 Intra-Agency Services & Supplies Billing Offsets (10,731,932) (13,342,908) (12,386,513)
Capital Assets
Equipment
4040 IT Equipment (Purchases over $5,000) 0 0 4,360,000
4251 Commercially Acquired Multi-Year Software Amortizable 0 0 0
Total Intangible Assets-Amortizable 0 0 0
Miscellaneous
5300 Depreciation 14,968,547 8,755,956 5,515,209
OPERATING INCOME (LOSS) - Note 1 8,409,626 5,645,138 (7,861,726)
6610 Interest 204,569 151,919 205,000
7060 Federal - Disaster Relief 752,670 1,885,935 0
7130 Other Governmental Agencies 255,565 227,216 0
Total Intergovernmental Revenues 1,008,235 2,113,151 0
7662 Other Sales - Non-Taxable - Resale 17,611 2,585 0
Total Miscellaneous Revenues 17,611 2,585 0
TOTAL NON-OPERATING REVENUES 1,230,415 2,267,655 205,000
Other Charges
3200 Bond Redemption 0 51,262 30,575
3251 Lease Purchase Principal Payment 135,402 95,903 135,500
3300 Interest on Bonds 0 109,751 72,620
3351 Lease Purchase Interest Payment 48,474 28,710 50,000
3700 Taxes and Assessments 45 0 0
Total Other Charges 183,921 285,626 288,695

289 - OCIT Countywide Services Appendix

FY 2019-2020 FY 2020-2021 FY 2021-2022
Recommended
Miscellaneous
5400 Loss or (Gain) on Disposition of Assets (2,361,540) 0 0
Total Miscellaneous (2,361,540) 0 0
TOTAL NON-OPERATING EXPENSES (2,177,619) 285,626 288,695
NON-OPERATING INCOME (LOSS) 3,408,034 1,982,029 (83,695)
Note 2
7805 Capital Contributions 220,414 0 0
7811 Transfers In - from Funds 101-199 0 5,387,940 754,127
4800 Transfers Out - to Fund 100 (82,347) 0 0
4801 Transfers Out - to Funds 101-199 0 0 (4,327,966)
4802 Transfers Out - to Funds 2AA-299 (65,970) 0 0
Changes to Reserves - Encumbrance - (Inc)/Dec. 4,316 1,087,065 0
Changes to Reserves - Net Position - Reserved (Inc)/Dec. 0 0 (14,683,376)
Changes to Reserves - Net Investment in Capital Assets (Inc)/Dec. 2,847,642 (2,766,157) 5,515,209
CHANGE IN NET POSITION 14,741,715 11,336,015 (20,687,427)
Net Position - Beginning Balance (5,390,302) 9,351,413 20,687,427
Equipment
4040 IT Equipment (Purchases over $5,000) 350,482 5,813,537 4,360,000
Total Equipment 350,482 5,813,537 4,360,000
P640 KVA Back-Up Generator Project 0 0 1,250,000
P641 Cooling Plant Refresh Project 34,633 0 0
P646 Relocation of Water Shut-Off Value 0 0 150,000
P648 MeeFog - Humidification System 0 434,545 0
P649 Computer Room Air Handler Refresh & Upgrade 0 250,000 64,800
P650 Redundant Bus and ATS Installation and Upgrade 177,494 4,375,991 0
P651 OCDC Roof Replacement 0 0 1,260,000
P653 OCDC Replace Supply Fan & Exhaust 298,114 172,081 0
P654 OCDC Parking Lit Slurry & Stripping 0 0 65,000
Total Buildings and Improvements 510,241 5,232,617 2,789,800
4251 Commercially Acquired Multi-Year Software Amortizable 0 475,960 0
Total Intangible Assets-Amortizable 0 475,960 0
TOTAL CAPITAL ASSET ACQUISITIONS 860,723 11,522,114 7,149,800

Appendix 290 - Insured Health Plans ISF


FY 2019-2020 FY 2020-2021 FY 2021-2022
Recommended
OPERATING REVENUES
7710 Insurance Premiums 179,781,562 178,385,241 190,954,500
OPERATING EXPENSES
Other Charges
OPERATING INCOME (LOSS) (622,038) (1,519,818) 0
Special Items
5000 Special Items 0 0 5,232,851
NON-OPERATING INCOME (LOSS) 0 0 (5,232,851)
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS (622,038) (1,519,818) (5,232,851)
CHANGE IN NET POSITION (622,038) (1,519,818) (5,232,851)

291 - Unemployment ISF Appendix


FY 2019-2020 FY 2020-2021 FY 2021-2022
Recommended
OPERATING REVENUES
7710 Insurance Premiums 0 0 1,426,000
Total Miscellaneous Revenues 0 0 1,426,000
TOTAL OPERATING REVENUES 0 0 1,426,000
OPERATING EXPENSES
Services & Supplies
1900 Professional and Specialized Services 39,071 68,616 65,835
1911 CWCAP Charges 2,667 1,595 1,595
Other Charges
3520 Insurance Claims 376,105 3,620,110 1,303,832
Total Other Charges 376,105 3,620,110 1,303,832
TOTAL OPERATING EXPENSES 421,997 3,693,908 1,374,849
OPERATING INCOME (LOSS) (421,997) (3,693,908) 51,151
6610 Interest 137,789 54,671 21,500
Special Items
5000 Special Items 0 0 2,701,512
CHANGE IN NET POSITION (288,171) (3,635,274) (2,628,861)

Appendix 292 - Self-Insured PPO Health Plans ISF


FY 2019-2020 FY 2020-2021 FY 2021-2022
Recommended
OPERATING REVENUES
OPERATING EXPENSES
Services & Supplies
1800 Office Expense 0 0 31,500
1911 CWCAP Charges 105,636 162,874 162,874
2700 Transportation and Travel - Meetings/Conferences 0 0 10,759
Other Charges
3520 Insurance Claims 66,109,532 73,375,365 72,873,400
6610 Interest 521,805 222,424 65,233
7040 Federal - Health Administration 833,917 1,024,100 1,000,200
Total Intergovernmental Revenues 833,917 1,024,100 1,000,200
7670 Miscellaneous Revenue 3,281,732 6,030,952 6,000,000
Special Items
5000 Special Items 0 0 8,219,087
NON-OPERATING INCOME (LOSS) 4,637,454 7,277,476 (1,153,654)
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS (1,142,308) (6,565,459) (8,154,006)

292 - Self-Insured PPO Health Plans ISF Appendix

FY 2019-2020 FY 2020-2021 FY 2021-2022
Recommended


Appendix 293 - Workers' Compensation ISF


FY 2019-2020 FY 2020-2021 FY 2021-2022
OPERATING REVENUES
7590 Other Charges for Services 933,199 18,895 18,895
Total Charges For Services 933,199 18,895 18,895
OPERATING EXPENSES
Salaries & Benefits
0103 Overtime 9,837 21,793 17,500
0111 Other Pay 1,678 5,516 3,360
0200 Retirement 580,557 1,188,954 1,594,000
0206 Retiree Medical 72,343 74,845 76,671
0208 Pension Prepayment Discount (26,355) 39,127 (82,862)
0309 Life Insurance 691 0 672
0319 Other Insurance 7,414 1,872 14,976
0401 Medicare 29,039 32,073 71,340
Services & Supplies
0900 Food 312 1,000 1,000
1000 Household Expense 20,814 0 0
1001 Household Expense - Trash 390 0 0

293 - Workers' Compensation ISF Appendix

FY 2019-2020 FY 2020-2021 FY 2021-2022
1100 Insurance 279,630 287,094 326,413

1300 Maintenance Equipment - Non-IT Maintenance 14 500 500
1340 Software Maintenance & Support 18,792 0 25,000
1341 Hardware Maintenance & Support 0 0 500
1400 Maintenance - Buildings and Improvements 2,643 0 500
1402 Minor Alterations and Improvements 20 0 500
1600 Memberships 4,241 0 5,100
1800 Office Expense 6,703 12,225 11,000
1802 Periodicals and Journals 886 1,000 1,000
1803 Postage 1,104 3,000 3,000
1908 Temporary Help 11,553 0 10,000
1911 CWCAP Charges 179,233 0 200,000
1912 Investment Administrative Fees 59,337 0 70,000
1913 Merchant Fees 947 0 0
1940 Enterprise IT Services 112,310 0 341,047
2100 Rents and Leases - Equipment 131 0 0
2140 Software Leases & Licenses 6,294 0 5,000
2200 Rents and Leases - Buildings and Improvements 35,933 0 0
2300 Small Tools and Instruments 0 0 5,500
2601 Private Auto Mileage 621 2,500 5,000
2602 Garage Expense 10,331 7,230 13,598
2700 Transportation and Travel - Meetings/Conferences 3,033 0 12,000
2800 Utilities 0 0 27,986
2801 Utilities - Purchased Electricity 1,306 0 0
2803 Utilities - Purchased Water 87 0 0
2890 Intra-Agency Services & Supplies Billing Offsets (55,525) 96,831 (62,237)
Other Charges
3100 Contributions to Non-County Government Agencies 0 714,329 720,000
3520 Insurance Claims - Note 1 54,726,218 51,543,441 51,211,944
Miscellaneous
5350 Amortization 23,573 23,541 23,541
Total Miscellaneous 23,573 23,541 23,541

Appendix 293 - Workers' Compensation ISF

FY 2019-2020 FY 2020-2021 FY 2021-2022
6610 Interest 1,943,268 1,800,000 1,800,000
7060 Federal - Disaster Relief 87,597 809,549 400,000
Total Intergovernmental Revenues 87,597 809,549 400,000
Other Charges
3200 Bond Redemption 0 51,008 60,000
Total Other Charges 0 165,547 180,000
TOTAL NON-OPERATING EXPENSES 0 165,547 180,000
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS (57,922) 300,645 (1,685,250)
7810 Transfers In - from Fund 100 80,262 400,000 300,000
Changes to Reserves - Encumbrance - (Inc)/Dec. 55,081 332,581 0
Changes to Reserves - Net Investment in Capital Assets (Inc)/Dec. 15,125 23,541 23,541
CHANGE IN NET POSITION 92,546 1,056,767 (1,361,709)
Net Position - Beginning Balance 212,396 304,942 1,361,709
Net Position - Ending Balance 304,942 1,361,709 0
Note 1 - The County has adopted a policy of including in the fiscal year-end expense accruals an amount equal to claims "incurred but not reported" (IBNR) as well as
reported claims.

294 - Property & Casualty Risk ISF Appendix


FY 2019-2020 FY 2020-2021 FY 2021-2022
OPERATING REVENUES
Total Charges For Services 114,043 131,598 138,836
OPERATING EXPENSES
Salaries & Benefits
0100 Salaries and Wages 3,501 0 0
0103 Overtime 8,351 10,468 10,000
0111 Other Pay 838 23,513 1,680
0200 Retirement 311,950 389,061 821,658
0206 Retiree Medical 39,788 42,348 38,888
0208 Pension Prepayment Discount (12,772) 14,396 (41,172)
0319 Other Insurance 3,773 3,909 7,488
0401 Medicare 14,573 15,901 33,140
0450 Accrued Salaries and Benefits 0 64,152 0
Services & Supplies
1001 Household Expense - Trash 332 469 2,000

Appendix 294 - Property & Casualty Risk ISF

FY 2019-2020 FY 2020-2021 FY 2021-2022
1100 Insurance 8,563,431 15,256,021 15,256,022

1300 Maintenance Equipment - Non-IT Maintenance 14 500 1,000
1340 Software Maintenance & Support 23,875 59,419 110,000
1341 Hardware Maintenance & Support 0 1,000 1,000
1600 Memberships 668 1,000 1,000
1800 Office Expense 14,777 11,126 11,000
1802 Periodicals and Journals 589 0 0
1803 Postage 783 4,000 4,000
1908 Temporary Help 3,305 0 0
1911 CWCAP Charges 170,614 200,000 200,000
1940 Enterprise IT Services 180,038 164,834 200,611
2200 Rents and Leases - Buildings and Improvements 23,956 0 0
2412 Facilities and Warehouse Supplies 249 0 0
2601 Private Auto Mileage 0 500 2,500
2602 Garage Expense 0 2,500 2,500
2700 Transportation and Travel - Meetings/Conferences 14 0 3,000
2800 Utilities 0 18,657 0
2801 Utilities - Purchased Electricity 1,216 2,760 15,657
2803 Utilities - Purchased Water 103 101 3,000
2890 Intra-Agency Services & Supplies Billing Offsets (6,245) (10,619) (9,161)
Services & Supplies Reimbursements
2900 Services and Supplies Reimbursement (5,862) (5,000) (5,000)
Total Services & Supplies Reimbursements (5,862) (5,000) (5,000)
Other Charges
3100 Contributions to Non-County Government Agencies 0 354,933 380,000
3500 Judgments and Damages - Note 1 20,622,133 15,749,418 14,705,673

294 - Property & Casualty Risk ISF Appendix

FY 2019-2020 FY 2020-2021 FY 2021-2022
6610 Interest 1,325,672 1,400,000 1,400,000
7060 Federal - Disaster Relief 2,990 513 0
Total Intergovernmental Revenues 2,990 513 0
7670 Miscellaneous Revenue 1,039,779 424,811 100,000
7680 Six-Month Expired (Outlawed) Checks 25 0 0
Total Miscellaneous Revenues 1,039,804 424,811 100,000
Other Charges
3200 Bond Redemption 0 34,005 40,000
TOTAL NON-OPERATING EXPENSES 0 110,364 120,000
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS 901,523 (2,676,654) (2,711,476)
Changes to Reserves - Encumbrance - (Inc)/Dec. (936,876) 3,571,221 0
CHANGE IN NET POSITION (35,353) 894,567 (2,711,476)
Note 1 - The County has adopted a policy of including in the fiscal year-end expense accruals an amount equal to claims "incurred but not reported" (IBNR) as well as
reported claims.

Appendix 295 - OCWR Importation Revenue Sharing


FY 2019-2020 FY 2020-2021 FY 2021-2022
OPERATING REVENUES
7520 Sanitation Services 52,516,886 47,810,000 46,800,000
OPERATING EXPENSES
Services & Supplies
Other Charges
3100 Contributions to Non-County Government Agencies 11,835,673 9,490,000 9,323,000
3700 Taxes and Assessments 2,586,680 2,300,000 2,384,000
OPERATING INCOME (LOSS) 38,068,476 36,000,000 35,073,000
6610 Interest 852,818 400,000 400,000
7670 Miscellaneous Revenue 0 4,940,000 2,800,000
Total Miscellaneous Revenues 0 4,940,000 2,800,000
TOTAL NON-OPERATING REVENUES 852,818 5,340,000 3,200,000
Special Items
5000 Special Items 0 4,940,000 2,946,839
Total Special Items 0 4,940,000 2,946,839
TOTAL NON-OPERATING EXPENSES 0 4,940,000 2,946,839
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS 38,921,294 36,400,000 35,326,161
4800 Transfers Out - to Fund 100 (9,684,070) (7,490,000) (7,237,000)
CHANGE IN NET POSITION 0 0 (146,839)

296 - OC Fleet Services Appendix


FY 2019-2020 FY 2020-2021 FY 2021-2022
OPERATING REVENUES
Taxes
6290 Other Taxes 8,870 5,508 0
Total Taxes 8,870 5,508 0
OPERATING EXPENSES
Salaries & Benefits
0103 Overtime 89,439 98,339 67,039
0111 Other Pay 59,886 56,780 57,972
0200 Retirement 1,645,511 1,743,540 2,078,533
0206 Retiree Medical 205,051 181,480 196,558
0319 Other Insurance 71,011 66,097 68,784
0401 Medicare 79,898 78,513 83,865
Services & Supplies
0741 Telephone Service Charges from Vendors 201,732 369,213 368,000
0742 Cell Phones, Pagers, Blackberry Devices 335 1,306 3,199

Appendix 296 - OC Fleet Services

FY 2019-2020 FY 2020-2021 FY 2021-2022

1100 Insurance 102,867 103,371 133,456
1300 Maintenance Equipment - Non-IT Maintenance 3,457,850 4,159,855 3,848,588
1301 Maintenance - Inventory Parts 10,546 22,011 20,055
1302 Parts not Direct Billed to Customers 114,505 162,357 121,000
1600 Memberships 2,108 2,284 2,350
1700 Miscellaneous Expense 209,945 18,243 18,600
1800 Office Expense 12,709 19,948 19,603
1803 Postage 2,730 6,674 2,800
1911 CWCAP Charges 671,975 637,916 662,609
1940 Enterprise IT Services 0 0 10,000
1941 IT Professional Services Contracts 2,431 2,504 2,921
2000 Publications and Legal Notices 524 540 0
2100 Rents and Leases - Equipment 16,319 23,500 18,760
2400 Special Departmental Expense 3,941,139 3,481,954 3,909,894
2600 Transportation and Travel - General 2,143 2,207 0
2601 Private Auto Mileage 385 1,732 1,676
2602 Garage Expense 322,779 272,779 300,417
2800 Utilities (1) 0 158,755
2890 Intra-Agency Services & Supplies Billing Offsets (324,444) (279,177) (300,417)
Other Charges
3100 Contributions to Non-County Government Agencies 0 0 1,825,000
3700 Taxes and Assessments 1,924 11,000 8,000
Capital Assets

296 - OC Fleet Services Appendix

FY 2019-2020 FY 2020-2021 FY 2021-2022
Equipment
4000 Equipment 0 0 12,950,000
Total Intangible Assets-Amortizable 0 0 10,923
Miscellaneous
5300 Depreciation 7,198,733 7,389,460 7,198,734
OPERATING INCOME (LOSS) - Note 1 242,806 (1,802,654) (16,898,784)
6610 Interest 452,011 313,975 270,288
7060 Federal - Disaster Relief 55,789 5,069 0
Total Intergovernmental Revenues 55,789 5,069 0
7680 Six-Month Expired (Outlawed) Checks (594) 281 300
Other Financing Sources
7852 Capital Asset Sales - Non-Taxable - Resale 0 184,260 0
Total Other Financing Sources 0 184,260 0
Special Items
5000 Special Items 0 0 2,500,000
Miscellaneous
5400 Loss or (Gain) on Disposition of Assets (680,549) (392,474) 0
Total Miscellaneous (680,549) (392,474) 0
TOTAL NON-OPERATING EXPENSES (680,549) (392,474) 2,500,000
NON-OPERATING INCOME (LOSS) 1,215,019 933,259 (2,195,103)
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS - 1,457,825 (869,395) (19,093,887)
Note 2
7810 Transfers In - from Fund 100 5,645,187 2,871,416 5,715,851
7811 Transfers In - from Funds 101-199 1,162,927 1,955,935 735,559
7812 Transfers In - from Funds 2AA-299 65,970 0 0
7814 Transfers In - from Funds 400-499 2,304,532 2,072,000 3,186,000

Appendix 296 - OC Fleet Services

FY 2019-2020 FY 2020-2021 FY 2021-2022
4800 Transfers Out - to Fund 100 0 (278,380) 0

4801 Transfers Out - to Funds 101-199 (9,352) 0 0
4802 Transfers Out - to Funds 2AA-299 0 (5,578) 0
4804 Transfers Out - to Funds 400-499 (215,000) (215,000) (215,000)
Changes to Reserves - Net Position - Reserved (Inc)/Dec. 209,945 0 (1,137,489)
Changes to Reserves - Net Investment in Capital Assets (Inc)/Dec. 1,326,327 (12,038,288) 7,198,734
Changes to Reserves - Equipment Replacement - (Inc)/Dec. (3,308,076) (3,850,635) (3,937,779)
Changes to Reserves - Fund Balance Designated for Fuel Sys (80,000) (80,000) (80,000)
Replacement - (Inc)/Dec.
CHANGE IN NET POSITION 1,064,374 405,555 (7,628,011)
Equipment
Replacement - Note 3 391,767
Additional Equipment & Excess Replacement Cost over Depreciation - 5,645,187
Note 4
4000 Equipment (Purchases over $5,000) 0 19,208,873 12,950,000
Total Equipment 6,036,954 19,208,873 12,950,000
PA13 CCG-Replace 4160 TMFR & 480 Volt Dist 0 10,662 0
Total Buildings and Improvements 0 10,662 0
Note 2 - Loss Before Capital Contributions and Transfers is overstated in the 2021-22 Recommended and Adopted by Board of Supervisors columns due to budgeted
capital asset expenditures that will be capitalized at year-end.
Note 3 - Replacement equipment is financed by funds generated through depreciation expense.
Note 4 - Additional equipment and excess replacement cost over depreciation are financed by contributions from the County General Fund.

297 - Reprographics ISF Appendix


FY 2019-2020 FY 2020-2021 FY 2021-2022
OPERATING REVENUES
OPERATING EXPENSES
Salaries & Benefits
0100 Salaries and Wages 11,470 0 5,000
0102 Extra Help 149,662 79,315 60,000
0103 Overtime 82,851 60,454 50,000
0111 Other Pay 7,344 7,656 7,500
0200 Retirement 289,725 345,464 397,097
0206 Retiree Medical 37,751 36,615 38,444
0305 Salary Continuance Insurance 1,090 438 820
0319 Other Insurance 17,892 16,073 15,336
0401 Medicare 17,722 17,076 17,279
Services & Supplies
0600 Clothing and Personal Supplies 815 0 5,000
0700 Communications 413 404 864
1100 Insurance 11,649 16,582 16,105

Appendix 297 - Reprographics ISF

FY 2019-2020 FY 2020-2021 FY 2021-2022
1341 Hardware Maintenance & Support 110,347 219,329 165,000

1400 Maintenance - Buildings and Improvements 24,689 50,544 1,090,000
1600 Memberships 0 0 500
1800 Office Expense 16,138 16,903 15,000
1803 Postage 26,711 1,678 10,000
1806 Printing Costs - Outside Vendors 1,544,679 1,723,957 1,480,000
1840 IT Hardware Purchases (Purchases under $5,000) 11,007 391 27,185
1908 Temporary Help 14,505 0 10,000
1911 CWCAP Charges 59,465 56,000 60,000
1920 Non-Claimable Administrative Expense 6,432 5,000 670
1941 IT Professional Services Contracts 680 0 6,000
2300 Small Tools and Instruments 0 0 1,000
2412 Facilities and Warehouse Supplies 790 0 2,500
2601 Private Auto Mileage 202 828 500
2602 Garage Expense 16,261 7,807 19,723
2700 Transportation and Travel - Meetings/Conferences 300 0 500
2740 IT Training & Travel 0 1,200 1,500
Capital Assets
Equipment
4000 Equipment 0 0 130,000
Total Equipment 0 0 130,000
Miscellaneous

297 - Reprographics ISF Appendix

FY 2019-2020 FY 2020-2021 FY 2021-2022
5300 Depreciation 301,297 301,298 305,000

Total Miscellaneous 301,297 301,298 305,000
OPERATING INCOME (LOSS) 698,882 515,005 (2,161,327)
6610 Interest 70,947 38,033 70,000
7060 Federal - Disaster Relief 18,015 22,845 0
7661 Other Sales - Taxable 78,697 78,810 80,000
7670 Miscellaneous Revenue 45,905 0 45,000
Other Charges
3251 Lease Purchase Principal Payment 0 627,445 0
3252 Lease Equipment - Debt Service Principal 0 0 991,466
3351 Lease Purchase Interest Payment 74,686 56,226 0
3352 Lease Equipment - Debt Service Interest 0 0 37,207
3700 Taxes and Assessments 2,446 0 5,000
Special Items
TOTAL NON-OPERATING EXPENSES 77,132 683,671 1,540,838
NON-OPERATING INCOME (LOSS) 136,432 (543,983) (1,345,838)
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS 835,314 (28,978) (3,507,165)
7812 Transfers In - from Funds 2AA-299 0 5,578 0
Changes to Reserves - Encumbrance - (Inc)/Dec. 10,432 54,091 0
Changes to Reserves - Net Investment in Capital Assets (Inc)/Dec. (302,838) 301,298 305,000
CHANGE IN NET POSITION 542,908 331,989 (3,202,165)
Equipment
4000 Equipment 0 0 130,000
Total Equipment 0 0 130,000
P003 TISF CAPITAL PROJECT 0 0 2,000,000

Appendix 297 - Reprographics ISF

FY 2019-2020 FY 2020-2021 FY 2021-2022
Total Buildings and Improvements 0 0 2,000,000

TOTAL CAPITAL ASSET ACQUISITIONS 0 0 2,133,008

298 - Self-Insured Benefits Internal Service Fund Appendix


FY 2019-2020 FY 2020-2021 FY 2021-2022
OPERATING REVENUES
OPERATING EXPENSES
Services & Supplies
1911 CWCAP Charges 86,020 110,000 110,000
Other Charges
3510 Other Charges - Operating (160,875) 458,617 458,616
3520 Insurance Claims 2,470,828 2,602,281 2,930,193
3530 Insurance Premiums 505,641 378,494 445,000
OPERATING INCOME (LOSS) (746,857) (2,793,042) (3,980,995)
6610 Interest 90,264 43,293 15,900
Special Items
5000 Special Items 0 0 2,180,192
7810 Transfers In - from Fund 100 996,662 1,292,622 1,416,200
Changes to Reserves - Encumbrance - (Inc)/Dec. (19,877) 0 0
CHANGE IN NET POSITION 796,530 (1,002,280) (4,270,471)

Appendix 299 - OC Waste & Recycling Enterprise


FY 2019-2020 FY 2020-2021 FY 2021-2022
OPERATING REVENUES
Licenses, Permits & Franchises
6460 Other Licenses and Permits 11,775 11,000 12,000
6470 Franchises 107,971 137,974 200,000
Total Licenses, Permits & Franchises 119,746 148,974 212,000
6620 Rents and Concessions 387,820 352,637 585,000
6630 Royalties 4,181,118 4,080,269 4,143,000
7520 Sanitation Services 122,236,525 129,800,596 127,751,878
OPERATING EXPENSES
Salaries & Benefits
0100 Salaries and Wages 86,289 150,000 150,000
0102 Extra Help 187,271 211,212 245,229
0103 Overtime 1,369,607 1,901,158 1,953,718
0110 Performance Incentive Pay 0 18 0
0111 Other Pay 23,008 36,826 64,060
0150 Labor Burden (2,869) 0 0
0200 Retirement 4,929,240 6,149,232 7,070,835
0206 Retiree Medical 616,093 589,424 672,206
0306 Health Insurance 2,627,761 2,641,878 2,942,856
0309 Life Insurance 2,642 2,827 3,120
0319 Other Insurance 207,218 203,614 234,348
0352 Workers Compensation - General 1,511,869 1,461,197 1,352,243
0401 Medicare 263,029 280,889 287,050

299 - OC Waste & Recycling Enterprise Appendix

FY 2019-2020 FY 2020-2021 FY 2021-2022

0490 Salary Cost Apply - Intrafund (224,367) 0 0
Services & Supplies
0900 Food 9,488 20,150 30,500
1100 Insurance 303,223 355,051 520,000
1300 Maintenance Equipment - Non-IT Maintenance 8,752,540 9,779,254 11,539,800
1341 Hardware Maintenance & Support 12,436 65,310 93,000
1400 Maintenance - Buildings and Improvements 14,627,154 23,916,233 24,960,900
1500 Medical, Dental and Laboratory Supplies 4,070 10,476 45,500
1600 Memberships 16,539 40,793 44,895
1701 Cash Difference 258 0 0
1702 Cash Shortages 0 0 1,000
1800 Office Expense 80,423 182,655 228,300
1803 Postage 1,889 8,940 41,070
1806 Printing Costs - Outside Vendors 8,019 60,052 77,300
1908 Temporary Help 16,033 273,586 520,000
1911 CWCAP Charges 840,773 1,800,000 1,700,000
1912 Investment Administrative Fees 191,573 1,200,000 250,000
1913 Merchant Fees 44,209 30,000 30,000
1941 IT Professional Services Contracts 31,516 164,465 272,500
2000 Publications and Legal Notices 15,500 13,159 41,100
2110 Short-Term Leases-Equipment 0 0 3,217,300
2200 Rents and Leases - Buildings and Improvements 1,014,877 0 0

Appendix 299 - OC Waste & Recycling Enterprise

FY 2019-2020 FY 2020-2021 FY 2021-2022
2409 Minor Special Dept. Equipment to be Controlled 0 18,200 26,000

2600 Transportation and Travel - General 2,742,602 4,064,154 4,134,050
2602 Garage Expense 841,121 972,250 942,250
2740 IT Training & Travel 0 10,000 2,000
2800 Utilities 43 160,000 200,000
2802 Utilities - Purchased Gas 16,443 0 0
Services & Supplies Reimbursements
2900 Services and Supplies Reimbursement (2,930,117) 0 0
Total Services & Supplies Reimbursements (2,930,117) 0 0
Other Charges
3100 Contributions to Non-County Government Agencies 4,573,989 5,050,000 10,600,000
3700 Taxes and Assessments 4,920,288 5,495,346 5,472,255
3750 Pollution Remediation Expense (838,011) 0 0
Capital Assets
Equipment
4000 Equipment (Purchases over $5,000) 0 0 17,944,715
Miscellaneous
5300 Depreciation 15,273,561 15,569,976 0
5350 Amortization 205,733 0 0
Total Miscellaneous 15,479,294 15,569,976 0
OPERATING INCOME (LOSS) - Note 1 26,130,354 (13,089,266) (32,452,602)
Fines, Forfeitures & Penalties
6530 Forfeitures and Penalties 52,416 65,000 35,000
Total Fines, Forfeitures & Penalties 52,416 65,000 35,000
6610 Interest 4,318,621 2,700,000 3,500,000
6970 State - Other 3,014 18,000 0
7130 Other Governmental Agencies 0 1,304 0

299 - OC Waste & Recycling Enterprise Appendix

FY 2019-2020 FY 2020-2021 FY 2021-2022
7670 Miscellaneous Revenue 19,234 1,150,000 8,000,000

7680 Six-Month Expired (Outlawed) Checks (6,832) 0 1,000
7690 Returned Check Charges 1,525 0 500
Total Miscellaneous Revenues 13,927 1,150,000 8,001,500
Other Charges
3200 Bond Redemption 0 264,223 280,000
Special Items
5000 Special Items 0 0 8,000,000
Miscellaneous
5400 Loss or (Gain) on Disposition of Assets 518,383 0 0
Total Miscellaneous 518,383 0 0
TOTAL NON-OPERATING EXPENSES 518,383 857,544 8,950,000
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS - 29,999,949 (10,012,506) (29,866,102)
Note 2
Changes to Reserves - Net Position - Reserved - (Inc)/Dec. (47,392,116) (14,046,453) 8,010,903
Changes to Reserves - Net Investment in Capital Assets - (Inc)/Dec. 3,641,172 5,648,824 0
Equipment
4000 Equipment (Purchases over $5,000) 12,666,885 9,897,099 17,944,715
4040 IT Equipment (Purchases over $5,000) 12,819 0 0
Total Equipment 12,679,704 9,897,099 17,944,715
4252 Internally Generated Computer Software
2405 Contract Program Compliance 0 24,053 0
Total 4252 Internally Generated Computer Software 0 24,053 0
Total Intangible Assets-Amortizable 0 24,053 0

Appendix 29W - Wellness Program Internal Service Fund


FY 2019-2020 FY 2020-2021 FY 2021-2022
OPERATING REVENUES
7370 Personnel Services 1,802,177 134,010 0
Total Charges For Services 1,802,177 134,010 0
TOTAL OPERATING REVENUES 1,802,177 134,010 0
OPERATING EXPENSES
Services & Supplies
0600 Clothing and Personal Supplies 21 0 0
0900 Food 304 0 500
1001 Household Expense - Trash 345 443 500
1100 Insurance 0 5,036 5,036
1402 Minor Alterations and Improvements 35 320 100
1800 Office Expense 4,048 90,272 15,000
1803 Postage 0 20,000 40,000
1840 IT Hardware Purchases (Purchases under $5,000) 6,965 0 0
1911 CWCAP Charges 2,738 2,738 2,800
1912 Investment Administrative Fees 2,255 2,955 0
1940 Enterprise IT Services 0 0 20,000
2100 Rents and Leases - Equipment 0 0 6,000
2300 Small Tools and Instruments 55 0 0
2400 Special Departmental Expense 70,804 398 900,000
2803 Utilities - Purchased Water 91 48 100
OPERATING INCOME (LOSS) 556,439 (1,077,901) (2,295,040)
6610 Interest 73,941 44,290 0

29W - Wellness Program Internal Service Fund Appendix

FY 2019-2020 FY 2020-2021 FY 2021-2022
Total Revenue from Use of Money and Property 73,941 44,290 0

7060 Federal - Disaster Relief 0 274 0
Total Intergovernmental Revenues 0 274 0
Other Charges
3200 Bond Redemption 0 251,292 229,210
Special Items
5000 Special Items 0 0 1,790,299
TOTAL NON-OPERATING EXPENSES 53 251,292 2,019,509
NON-OPERATING INCOME (LOSS) 783,350 (14,015) (1,488,509)
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS 1,339,789 (1,091,916) (3,783,549)
Changes to Reserves - Encumbrance - (Inc)/Dec. 2,047 (4,937) 0
Changes to Reserves - Net Investment in Capital Assets (Inc)/Dec. (58,898)
Equipment
4000 Equipment 58,898 0 0
Total Equipment 58,898 0 0
TOTAL CAPITAL ASSET ACQUISITIONS 58,898 0 0

Appendix 29Z - Life Insurance ISF

FY 2019-2020 FY 2020-2021 FY 2021-2022

OPERATING REVENUES
TOTAL OPERATING REVENUES 836,660 818,096 855,800
OPERATING EXPENSES
Other Charges
Total Other Charges 860,359 813,285 855,800
OPERATING INCOME (LOSS) (23,699) 4,811 0
Special Items
NON-OPERATING INCOME (LOSS) 0 0 (86,207)
INCOME (LOSS) BEFORE CAPITAL CONTRIBUTIONS AND TRANSFERS (23,699) 4,811 (86,207)
CHANGE IN NET POSITION (23,699) 4,811 (86,207)

400 - OC Flood Appendix
400 - OC Flood
400 - OC Flood

Taxes Category $ 128,195,660 $ 129,545,968 $ 130,593,239 $ 130,694,070 $ 1,148,102 0.9%
Licenses, Permits & Franchises 60 0 0 0 0 0.0
Category
Fines, Forfeitures & Penalties 19,697 15,133 0 15,133 0 0.0
Category
Revenue from Use of Money and 7,063,882 4,766,910 3,632,643 4,808,910 42,000 0.9
Property Category
Intergovernmental Revenues 3,474,581 841,578 941,030 622,766 (218,812) (26.0)
Category
Miscellaneous Revenues Category 2,243,656 10,000 1,530,984 10,000 0 0.0
Other Financing Sources Category 1,429,240 315,000 422,924 315,000 0 0.0
Total Revenues 175,426,443 196,568,175 189,757,504 190,263,038 (6,305,137) (3.2)
Land Category 8,680 0 0 0 0 0.0
Structures & Improvements Category 66,643,472 4,247 (10,181) 0 (4,247) (100.0)
Intangible Assets-Amortizable 49,896 1,426 1,426 0 (1,426) (100.0)
Category
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 401 - OC Flood - Capital Improvement Projects


Revenue from Use of Money and $ 0 $ 0 $ 504,630 $ 418,157 $ 418,157 0.0%
Property Category
Charges For Services Category 0 564,500 466,887 210,000 (354,500) (62.8)
Other Financing Sources Category 0 75,030,100 75,030,100 78,268,424 3,238,324 4.3
Total Revenues 0 75,594,600 76,001,617 78,896,581 3,301,981 4.4
Services & Supplies Category 0 9,212,600 4,627,239 8,683,581 (529,019) (5.7)
Other Charges Category 0 165,000 5,000 3,155,000 2,990,000 1,812.1
Land Category 0 10,000 0 0 (10,000) (100.0)
Structures & Improvements Category 0 66,207,000 64,777,000 67,058,000 851,000 1.3
Obligated Fund Balances 0 0 6,592,378 0 0 0.0
Total Requirements 0 75,594,600 76,001,617 78,896,581 3,301,981 4.4
Unassigned
Current Year Revenue 0 75,594,600 76,001,617 78,896,581 3,301,981 4.4
Current Year Expenses 0 (75,594,600) (69,409,239) (78,896,581) (3,301,981) 4.4
Encumbrances
Decrease/(Increase) to Obligated 0 0 (6,592,378) 0 0 0.0
Fund Balances
Unassigned

404 - OC Flood - Capital Appendix


Revenue from Use of Money and $ 3,711,474 $ 3,382,000 $ 2,132,630 $ 3,475,000 $ 93,000 2.8%
Property Category
Category
Miscellaneous Revenues Category 41,299 0 (31,699) 0 0 0.0
Obligated Fund Balances 1,682,930 59,300,963 51,414,698 100,961,757 41,660,794 70.3
Total Revenues 14,186,336 74,682,963 59,050,472 133,343,618 58,660,655 78.5
Other Charges Category 469,035 13,900,480 6,124,165 22,400,980 8,500,500 61.1
Land Category 10,267,523 45,000,000 45,000,000 92,906,861 47,906,861 106.5
Structures & Improvements Category 0 0 (6,099) 0 0 0.0
Unassigned
Encumbrances
Decrease/(Increase) to Obligated 1,682,930 59,300,963 51,414,698 100,961,757 41,660,794 70.3
Fund Balances
Unassigned

Appendix 405 - OC Parks CSA26


Taxes Category $ 97,955,740 $ 98,202,119 $ 101,891,721 $ 105,082,789 $ 6,880,670 7.0%
Licenses, Permits & Franchises 148,354 234,050 135,891 238,731 4,681 2.0
Category
Category
Property Category
Intergovernmental Revenues 446,484 7,975,000 426,245 500,893 (7,474,107) (93.7)
Category
Obligated Fund Balances 660,464 38,258,576 0 41,404,161 3,145,585 8.2
Total Revenues 119,691,543 166,571,401 122,936,485 166,704,101 132,700 0.1
Other Charges Category 46,835 7,829,586 40,639 149,000 (7,680,586) (98.1)
Equipment Category 1,877,222 3,779,000 2,880,236 3,485,000 (294,000) (7.8)
Unassigned
Encumbrances
Decrease/(Increase) to Obligated (5,139,536) 38,258,576 (36,036) 41,404,161 3,145,585 8.2
Fund Balances
Unassigned

406 - OC Parks Capital Appendix


Property Category
Intergovernmental Revenues 518,973 0 130,553 1,900,000 1,900,000 0.0
Category
Charges For Services Category 0 0 104,486 0 0 0.0
Miscellaneous Revenues Category 2,770,266 895,000 753,898 600,000 (295,000) (33.0)
Total Revenues 18,335,798 37,356,000 10,319,226 35,623,433 (1,732,567) (4.6)
Structures & Improvements Category 15,264,006 34,502,890 6,695,191 32,701,434 (1,801,456) (5.2)
Unassigned
Encumbrances
Decrease/(Increase) to Obligated 5,298,325 0 (8,872,257) 0 0 0.0
Fund Balances
Unassigned

Appendix 431 - Special Assessment-Top of the World Improvement
431 - Special Assessment-Top of the World Improvement

431 - Special Assessment-Top of the World Improvement

Revenue from Use of Money and $ 1,069 $ 1,500 $ 390 $ 350 $ (1,150) (76.7)%
Property Category
Total Revenues 19,200 42,531 22,107 19,664 (22,867) (53.8)
Unassigned
Current Year Revenue 1,069 1,500 390 350 (1,150) (76.7)
Encumbrances
Fund Balances
Unassigned

433 - Golden Lantern Reassessment District 94-1 Debt Service Appendix
433 - Golden Lantern Reassessment District 94-1 Debt Service

433 - Golden Lantern Reassessment District 94-1 Debt Service

Property Category
Total Revenues 19,312 385,443 22,040 362,712 (22,731) (5.9)
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 459 - N. Tustin Landscape & Lighting Assessment District


Taxes Category $ 676,019 $ 696,851 $ 703,061 $ 707,533 $ 10,682 1.5%
Category
Property Category
Category
Obligated Fund Balances 3,309,825 2,100,449 534,687 3,318,268 1,217,819 58.0
Total Revenues 4,082,468 3,760,500 1,831,876 4,352,775 592,275 15.7
Structures & Improvements Category 384,504 3,200,000 1,221,876 3,740,000 540,000 16.9
Unassigned
Current Year Revenue 772,643 1,660,051 1,297,189 1,034,507 (625,544) (37.7)
Encumbrances
Decrease/(Increase) to Obligated 309,825 2,100,449 534,687 3,318,268 1,217,819 58.0
Fund Balances
Unassigned

468 - County Service Area #13 - La Mirada Appendix


Taxes Category $ 3,793 $ 3,188 $ 3,532 $ 3,288 $ 100 3.1%
Category
Revenue from Use of Money and 373 60 315 62 2 3.3
Property Category
Intergovernmental Revenues 18 20 18 20 0 0.0
Category
Total Revenues 11,051 20,749 14,406 33,347 12,598 60.7
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 477 - County Service Area #22 - East Yorba Linda


Taxes Category $ 28,178 $ 28,242 $ 29,306 $ 29,314 $ 1,072 3.8%
Category
Revenue from Use of Money and 1,445 500 597 169 (331) (66.2)
Property Category
Intergovernmental Revenues 136 120 66 140 20 16.7
Category
Charges For Services Category 0 22,585 0 0 (22,585) (100.0)
Obligated Fund Balances 10,064 0 0 47,046 47,046 0.0
Total Revenues 139,828 151,447 144,374 125,717 (25,730) (17.0)
Unassigned
Encumbrances
Decrease/(Increase) to Obligated 10,064 0 (3,342) 47,046 47,046 0.0
Fund Balances
Unassigned

479 - CFD 99-1 Series A of 1999 Ladera - Debt Service Appendix
479 - CFD 99-1 Series A of 1999 Ladera - Debt Service

479 - CFD 99-1 Series A of 1999 Ladera - Debt Service

Taxes Category $ 1,535,141 $ 1,482,000 $ 1,506,000 $ 1,511,250 $ 29,250 2.0%
Fines, Forfeitures & Penalties 4,383 4,400 3,500 3,500 (900) (20.4)
Category
Property Category
Obligated Fund Balances 0 592,600 0 589,675 (2,925) (0.5)
Total Revenues 1,554,000 2,089,000 1,515,200 2,114,425 25,425 1.2
Unassigned
Prior Year Expenses (283) 0 0 0 0 0.0
Encumbrances
Decrease/(Increase) to Obligated (106,770) 592,600 (50,296) 589,675 (2,925) (0.5)
Fund Balances
Unassigned

Appendix 487 - Ladera CFD 2002-01 Debt Service
487 - Ladera CFD 2002-01 Debt Service

487 - Ladera CFD 2002-01 Debt Service

Taxes Category $ 4,191,429 $ 4,388,087 $ 4,379,000 $ 4,470,891 $ 82,804 1.9%
Category
Property Category
Obligated Fund Balances 0 800,894 0 800,298 (596) (0.1)
Total Revenues 4,296,012 5,311,981 4,404,800 5,394,189 82,208 1.5
Unassigned
Encumbrances
Decrease/(Increase) to Obligated (75,099) 800,894 (105,223) 800,298 (596) (0.1)
Fund Balances
Unassigned

488 - Rancho Santa Margarita CFD 86-1 (Series 1988) - Debt Service Appendix
488 - Rancho Santa Margarita CFD 86-1 (Series 1988) - Debt Ser-
vice
488 - Rancho Santa Margarita CFD 86-1 (Series 1988) - Debt Service

Property Category
Obligated Fund Balances 0 3,198,593 0 3,198,593 0 0.0
Total Revenues 61,287 3,228,593 26,000 3,228,593 0 0.0
Services & Supplies Category 29,021 3,228,593 26,000 3,228,593 0 0.0
Total Requirements 61,287 3,228,593 26,000 3,228,593 0 0.0
Unassigned
Current Year Expenses (29,021) (3,228,593) (26,000) (3,228,593) 0 0.0
Encumbrances
Decrease/(Increase) to Obligated (32,266) 3,198,593 0 3,198,593 0 0.0
Fund Balances
Unassigned

Appendix 492 - Mission Viejo CFD 87-3 (A) - Debt Service
492 - Mission Viejo CFD 87-3 (A) - Debt Service

492 - Mission Viejo CFD 87-3 (A) - Debt Service

Miscellaneous Revenues Category $ 134,188 $ 0 $ 0 $ 0 $ 0 0.0%
Total Revenues 134,188 108,777 32,000 76,776 (32,001) (29.4)
Unassigned
Current Year Revenue 134,188 0 0 0 0 0.0
Encumbrances
Fund Balances
Unassigned

501 - Rancho Santa Margarita CFD 87-5(A) - Debt Service Appendix
501 - Rancho Santa Margarita CFD 87-5(A) - Debt Service

501 - Rancho Santa Margarita CFD 87-5(A) - Debt Service

Property Category
Total Revenues 23,928 91,768 32,051 59,007 (32,761) (35.7)
Unassigned
Encumbrances
Decrease/(Increase) to Obligated 369 89,368 31,161 58,207 (31,161) (34.9)
Fund Balances
Unassigned

Appendix 505 - Foothill Ranch CFD 87-4 - Debt Service
505 - Foothill Ranch CFD 87-4 - Debt Service

505 - Foothill Ranch CFD 87-4 - Debt Service

Property Category
Total Revenues 234,142 2,983,528 30,000 2,985,722 2,194 0.1
Services & Supplies Category 24,573 2,983,528 27,805 2,985,722 2,194 0.1
Unassigned
Encumbrances
Fund Balances
Unassigned

507 - Irvine Coast Assessment District 88-1 - Debt Service Appendix
507 - Irvine Coast Assessment District 88-1 - Debt Service

507 - Irvine Coast Assessment District 88-1 - Debt Service

Property Category
Total Revenues 27,618 725,770 22,420 700,549 (25,221) (3.5)
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 509 - Rancho Santa Margarita CFD 87-5B - Debt Service
509 - Rancho Santa Margarita CFD 87-5B - Debt Service

509 - Rancho Santa Margarita CFD 87-5B - Debt Service

Property Category
Total Revenues 88,226 1,258,012 22,900 1,237,939 (20,073) (1.6)
Unassigned
Encumbrances
Fund Balances
Unassigned

513 - Coto de Caza CFD 87-8 - Debt Service Appendix
513 - Coto de Caza CFD 87-8 - Debt Service

513 - Coto de Caza CFD 87-8 - Debt Service

Taxes Category $ 120 $ 0 $ 0 $ 0 $ 0 0.0%
Property Category
Total Revenues 84,737 344,308 24,200 319,508 (24,800) (7.2)
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 516 - Assessment Dist 01-1 Ziani Project - Debt Service
516 - Assessment Dist 01-1 Ziani Project - Debt Service

516 - Assessment Dist 01-1 Ziani Project - Debt Service

Property Category
Total Revenues 315,749 523,012 315,734 523,784 772 0.1
Unassigned
Current Year Expenses (315,652) (523,012) (316,802) (523,784) (772) 0.1
Prior Year Expenses (312) 0 (184) 0 0 0.0
Encumbrances
Fund Balances
Unassigned

517 - Rancho Santa Margarita CFD 87-5C - Debt Service Appendix
517 - Rancho Santa Margarita CFD 87-5C - Debt Service

517 - Rancho Santa Margarita CFD 87-5C - Debt Service

Property Category
Total Revenues 43,642 160,772 22,562 138,809 (21,963) (13.7)
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 521 - Rancho Santa Margarita CFD 87-5D (A) - Debt Service
521 - Rancho Santa Margarita CFD 87-5D (A) - Debt Service

521 - Rancho Santa Margarita CFD 87-5D (A) - Debt Service

Property Category
Total Revenues 35,456 120,765 32,370 87,554 (33,211) (27.5)
Unassigned
Encumbrances
Fund Balances
Unassigned

523 - Newport Coast AD 01-1 Group 2 Debt Service Appendix
523 - Newport Coast AD 01-1 Group 2 Debt Service

523 - Newport Coast AD 01-1 Group 2 Debt Service

Property Category
Total Revenues 600,954 1,095,395 580,234 1,096,703 1,308 0.1
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 52T - Newport Coast AD 01-1 Conversion #1 Debt Service
52T - Newport Coast AD 01-1 Conversion #1 Debt Service

52T - Newport Coast AD 01-1 Conversion #1 Debt Service

Property Category
Total Revenues 939,917 1,422,178 894,365 1,424,389 2,211 0.1
Unassigned
Encumbrances
Fund Balances
Unassigned

530 - CFD 2004-1 Ladera Debt Service Appendix
530 - CFD 2004-1 Ladera Debt Service


Taxes Category $ 4,696,280 $ 4,914,000 $ 4,852,000 $ 5,018,080 $ 104,080 2.1%
Category
Property Category
Obligated Fund Balances 0 2,248,809 0 2,236,448 (12,361) (0.6)
Total Revenues 4,890,577 7,352,809 4,958,400 7,444,528 91,719 1.2
Unassigned
Encumbrances
Decrease/(Increase) to Obligated (148,417) 2,248,809 (130,096) 2,236,448 (12,361) (0.5)
Fund Balances
Unassigned

Appendix 533 - CFD 01-1 Ladera - Debt Service
533 - CFD 01-1 Ladera - Debt Service

533 - CFD 01-1 Ladera - Debt Service

Taxes Category $ 2,083,987 $ 2,010,150 $ 2,017,000 $ 2,055,400 $ 45,250 2.3%
Category
Property Category
Total Revenues 2,108,920 2,698,875 2,030,100 2,735,975 37,100 1.4
Unassigned
Encumbrances
Fund Balances
Unassigned

534 - AD 01-1 Group 3 Debt Service Appendix
534 - AD 01-1 Group 3 Debt Service

534 - AD 01-1 Group 3 Debt Service

Property Category
Total Revenues 742,294 1,227,310 707,456 1,226,743 (567) (0.0)
Total Requirements 742,293 1,227,310 707,833 1,226,743 (567) (0.1)
Unassigned
Current Year Expenses (709,453) (1,227,310) (707,833) (1,226,743) 567 (0.0)
Encumbrances
Fund Balances
Unassigned

Appendix 536 - Newport Coast AD 01-1 Group 4 Conversion Debt Service
536 - Newport Coast AD 01-1 Group 4 Conversion Debt Service

536 - Newport Coast AD 01-1 Group 4 Conversion Debt Service

Taxes Category $ 467,904 $ 486,900 $ 475,000 $ 486,600 $ (300) (0.1)%
Property Category
Obligated Fund Balances 4,204 735,230 258 747,730 12,500 1.7
Total Revenues 483,892 1,237,130 478,058 1,236,830 (300) (0.0)
Other Charges Category 441,436 436,930 436,927 436,630 (300) (0.1)
Total Requirements 483,891 1,237,130 478,066 1,236,830 (300) (0.0)
Unassigned
Current Year Expenses (483,884) (1,237,130) (478,066) (1,236,830) 300 (0.0)
Encumbrances
Decrease/(Increase) to Obligated 4,204 735,230 258 747,730 12,500 1.7
Fund Balances
Unassigned

541 - CFD 2015-1 RMV (Village of Esencia) Debt Service Appendix
541 - CFD 2015-1 RMV (Village of Esencia) Debt Service


Taxes Category $ 5,041,851 $ 5,000,000 $ 4,950,000 $ 4,950,000 $ (50,000) (1.0)%
Category
Property Category
Obligated Fund Balances 1,881,944 2,738,731 0 2,984,457 245,726 9.0
Total Revenues 7,141,097 7,955,731 5,061,335 8,039,457 83,726 1.1
Unassigned
Encumbrances
Decrease/(Increase) to Obligated 1,881,944 2,738,731 (136,978) 2,984,457 245,726 9.0
Fund Balances
Unassigned

Appendix 547 - CFD 00-1 (Series A of 2000) Ladera - Debt Service
547 - CFD 00-1 (Series A of 2000) Ladera - Debt Service

547 - CFD 00-1 (Series A of 2000) Ladera - Debt Service

Taxes Category $ 1,945,688 $ 1,882,000 $ 1,900,000 $ 1,920,000 $ 38,000 2.0%
Category
Property Category
Total Revenues 1,969,007 2,679,600 1,911,100 2,709,850 30,250 1.1
Unassigned
Encumbrances
Fund Balances
Unassigned

549 - Rancho Santa Margarita CFD 87-5E (A of 1993) - Debt Service Appendix
549 - Rancho Santa Margarita CFD 87-5E (A of 1993) - Debt Ser-

vice
549 - Rancho Santa Margarita CFD 87-5E (A of 1993) - Debt Service

Property Category
Total Revenues 27,716 330,685 23,190 307,881 (22,804) (6.9)
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 551 - Assessment District 92-1 Newport Ridge - Debt Service
551 - Assessment District 92-1 Newport Ridge - Debt Service

551 - Assessment District 92-1 Newport Ridge - Debt Service

Property Category
Total Revenues 37,114 1,964,434 25,150 1,936,283 (28,151) (1.4)
Unassigned
Encumbrances
Fund Balances
Unassigned

555 - CFD 2003-1 Ladera Debt Service Appendix


Taxes Category $ 3,320,710 $ 3,442,000 $ 3,453,000 $ 3,506,916 $ 64,916 1.9%
Category
Property Category
Total Revenues 3,408,785 4,390,971 3,475,400 4,459,159 68,188 1.6
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 559 - CFD 2016-1 RMV (Village of Esencia) Construction
559 - CFD 2016-1 RMV (Village of Esencia) Construction

559 - CFD 2016-1 RMV (Village of Esencia) Construction

Property Category
Obligated Fund Balances 1,220,866 4,663 4,662 0 (4,663) (100.0)
Total Revenues 1,316,255 5,663 4,687 0 (5,663) (100.0)
Services & Supplies Category 1,127,974 963 2 0 (963) (100.0)
Other Financing Uses Category 0 4,700 4,685 0 (4,700) (100.0)
Total Requirements 1,316,254 5,663 4,687 0 (5,663) (100.0)
Unassigned
Current Year Expenses (1,316,254) (5,663) (4,687) 0 5,663 (100.0)
Encumbrances
Decrease/(Increase) to Obligated 1,220,866 4,663 4,662 0 (4,663) (100.0)
Fund Balances
Unassigned



Taxes Category $ 4,950,647 $ 5,001,000 $ 5,065,000 $ 5,010,000 $ 9,000 0.2%
Category
Property Category
Total Revenues 5,128,110 7,570,462 5,089,800 7,663,220 92,758 1.2
Unassigned
Encumbrances
Fund Balances
Unassigned

Appendix 561 - 2017-1 RMV (Village of Esencia) Construction
561 - 2017-1 RMV (Village of Esencia) Construction

561 - 2017-1 RMV (Village of Esencia) Construction

Property Category
Total Revenues 43,360,485 17,084,685 8,447,555 7,772,230 (9,312,455) (54.5)
Services & Supplies Category 43,360,485 4,384,685 648,338 152,230 (4,232,455) (96.5)
Other Charges Category 0 12,700,000 7,799,217 7,620,000 (5,080,000) (40.0)
Unassigned
Current Year Revenue 1,583,767 875,000 9,100 1,000 (874,000) (99.9)
Encumbrances
Fund Balances
Unassigned



Taxes Category $ 4,159,047 $ 4,100,000 $ 4,235,000 $ 4,230,000 $ 130,000 3.2%
Category
Property Category
Obligated Fund Balances 563,015 1,896,091 0 1,988,952 92,861 4.9
Total Revenues 4,857,548 6,151,091 4,250,820 6,231,952 80,861 1.3
Unassigned
Encumbrances
Decrease/(Increase) to Obligated 563,015 1,896,091 (99,741) 1,988,952 92,861 4.9
Fund Balances
Unassigned

Appendix 563 - CFD 2017-1 RMV (Village of Esencia) IA No. 2 Construction
563 - CFD 2017-1 RMV (Village of Esencia) IA No. 2 Construc-

tion
563 - CFD 2017-1 RMV (Village of Esencia) IA No. 2 Construction

Revenue from Use of Money and $ 0 $ 0 $ 2,000 $ 0 $ 0 0.0%
Property Category
Total Revenues 0 22,600,000 21,284,250 0 (22,600,000) (100.0)
Services & Supplies Category 0 22,600,000 21,284,101 0 (22,600,000) (100.0)
Total Requirements 0 22,600,000 21,284,250 0 (22,600,000) (100.0)
Unassigned
Current Year Revenue 0 22,600,000 21,284,250 0 (22,600,000) (100.0)
Current Year Expenses 0 (22,600,000) (21,284,101) 0 22,600,000 (100.0)
Encumbrances
Decrease/(Increase) to Obligated 0 0 (149) 0 0 0.0
Fund Balances
Unassigned

564 - CFD 2017-1 RMV (Village of Esencia) IA No. 2 Debt Service Appendix
564 - CFD 2017-1 RMV (Village of Esencia) IA No. 2 Debt Ser-

vice
564 - CFD 2017-1 RMV (Village of Esencia) IA No. 2 Debt Service

Taxes Category $ 0 $ 250,000 $ 240,000 $ 919,200 $ 669,200 267.7%
Revenue from Use of Money and 0 0 450 1,000 1,000 0.0
Property Category
Total Revenues 0 25,350,000 24,024,951 1,919,200 (23,430,800) (92.4)
Services & Supplies Category 0 2,250,000 53,005 76,500 (2,173,500) (96.6)
Other Charges Category 0 500,000 395,601 842,700 342,700 68.5
Other Financing Uses Category 0 22,600,000 21,282,250 0 (22,600,000) (100.0)
Obligated Fund Balances 0 0 2,294,095 0 0 0.0
Total Requirements 0 25,350,000 24,024,951 1,919,200 (23,430,800) (92.4)
Unassigned
Current Year Revenue 0 25,350,000 24,024,951 920,200 (24,429,800) (96.4)
Current Year Expenses 0 (25,350,000) 0 (1,919,200) 23,430,800 (92.4)
Decrease/(Increase) Reserve for 0 0 (21,730,856) 0 0 0.0
Encumbrances
Decrease/(Increase) to Obligated 0 0 (2,294,095) 999,000 999,000 0.0
Fund Balances
Unassigned

Appendix 590 - In-Home Supportive Services Public Authority


Property Category
Category
Total Revenues 2,204,359 2,640,536 1,925,472 2,752,305 111,769 4.2
Unassigned
Encumbrances
Fund Balances
Unassigned

Index
Numerics
2017-1 RMV (Village of Esencia) Construction - 561 ..................................................................A259
800 MHz CCCS - 15L ...................................................................................................................A168
A
AD 01-1 Group 3 Debt Service - 534 ............................................................................................A250
Air Quality Improvement - 140 .....................................................................................................A144
Airport - Operating Enterprise - 280 ..............................................................................................A182
Airport Construction Fund - 281 ...................................................................................................A187
Airport Debt Service Fund - 283 ...................................................................................................A189
Alternate Defense - 073 ...................................................................................................................A86
Assessment Dist 01-1 Ziani Project - Debt Service - 516 .............................................................A243
Assessment District 92-1 Newport Ridge - Debt Service - 551 ....................................................A255
Assessor - 002 ....................................................................................................................................A8
Assessor Property Characteristics Revenue - 12P .........................................................................A124
Auditor-Controller - 003 ..................................................................................................................A11
B
Bioterrorism Center for Disease Control Fund - 13Z ....................................................................A143
Board of Supervisors - 1st District - 006 .........................................................................................A15
Board of Supervisors - 2nd District - 007 ........................................................................................A16
Board of Supervisors - 3rd District - 008 ........................................................................................A17
Board of Supervisors - 4th District - 009 .........................................................................................A18
Board of Supervisors - 5th District - 010 .........................................................................................A19
Building & Safety General Fund - 071 ............................................................................................A85
Building and Safety - 113 ..............................................................................................................A105
C
CalHome Program Reuse Fund - 15H ...........................................................................................A164
CAL-ID Operational Costs - 14D ..................................................................................................A151
CAL-ID System Costs - 14E .........................................................................................................A152
Capital Acquisition Financing - 019 ................................................................................................A30
Capital Projects - 036 .......................................................................................................................A50
CAPS Program - 014 .......................................................................................................................A25
CEO Real Estate - 035 .....................................................................................................................A49
CEO Single Family Housing - 15B ...............................................................................................A160
CFD 00-1 (Series A of 2000) Ladera - Debt Service - 547 ...........................................................A253
CFD 01-1 Ladera - Debt Service - 533 ..........................................................................................A249
CFD 2003-1 Ladera Debt Service - 555 ........................................................................................A256
CFD 2004-1 Ladera Debt Service - 530 ........................................................................................A248
CFD 2015-1 RMV (Village of Esencia) Debt Service - 541 .........................................................A252

Index
CFD 2016-1 RMV (Village of Esencia) Construction - 559 .........................................................A257

CFD 2017-1 RMV (Village of Esencia) IA No. 2 Construction - 563 ..........................................A261
CFD 2017-1 RMV (Village of Esencia) IA No. 2 Debt Service - 564 ..........................................A262
CFD 99-1 Series A of 1999 Ladera - Debt Service - 479 ..............................................................A234
Child Support Program Development - 12C ..................................................................................A118
Clerk of the Board - 011 ..................................................................................................................A20
Clerk-Recorder - 059 .......................................................................................................................A74
Clerk-Recorder Operating Reserve Fund - 12E .............................................................................A120
Clerk-Recorder Special Revenue Fund - 12D ...............................................................................A119
Compressed Natural Gas Enterprise Fund - 270 ............................................................................A176
Coto de Caza CFD 87-8 - Debt Service - 513 ...............................................................................A242
County Automated Fingerprint Identification - 109 ......................................................................A104
County Counsel - 025 ......................................................................................................................A33
County Executive Office - 017 ........................................................................................................A27
County Service Area #13 - La Mirada - 468 ..................................................................................A232
County Service Area #22 - East Yorba Linda - 477 ......................................................................A233
County Tidelands - Newport Bay - 106 .........................................................................................A101
Countywide Capital Projects Non-General Fund - 15D ................................................................A161
Countywide IT Projects Non-General Fund - 15I ..........................................................................A165
Criminal Justice Facilities - Accumulative Capital Outlay - 104 ..................................................A100
D
Data Systems Development Projects - 038 ......................................................................................A52
Delta Special Revenue - 15N .........................................................................................................A169
Department of Child Support Services - 027 ...................................................................................A39
Detention Release - 048 ...................................................................................................................A63
Dispute Resolution Program - 123 .................................................................................................A113
District Attorney - Public Administrator - 026 ................................................................................A36
District Attorney's Supp Law Enforcement Services - 14H ..........................................................A154
Domestic Violence Program - 124 .................................................................................................A114
E
El Toro Improvement Fund - 15T ..................................................................................................A170
Emergency Management Division - 032 .........................................................................................A47
Emergency Medical Services - 13S ...............................................................................................A138
Employee Benefits - 056 ..................................................................................................................A68
Excess Public Safety Sales Tax - 14J ............................................................................................A155
F
Facilities Development And Maintenance Fund - 14T ..................................................................A158
Foothill Circulation Phasing Plan - 148 .........................................................................................A150
Foothill Ranch CFD 87-4 - Debt Service - 505 .............................................................................A239

Index
G
General Fund - 100 ..........................................................................................................................A98
Golden Lantern Reassessment District 94-1 Debt Service - 433 ...................................................A230
Grand Jury - 041 ..............................................................................................................................A55
H
HCA Interest Bearing Purpose Restricted Revenue - 13U ............................................................A140
HCA Purpose Restricted Revenues - 13T ......................................................................................A139
HCA Realignment - 13W ..............................................................................................................A141
Health Care Agency - 042 ...............................................................................................................A56
Health Care Agency - Public Guardian - 030 ..................................................................................A42
Housing Asset Fund - 170 .............................................................................................................A174
Human Resource Services - 054 ......................................................................................................A67
I
IBM Mainframe - 039 ......................................................................................................................A53
In-Home Supportive Services Public Authority - 590 ...................................................................A263
Inmate Welfare Fund - 144 ............................................................................................................A148
Insured Health Plans ISF - 290 ......................................................................................................A197
Internal Audit - 079 ..........................................................................................................................A90
Irvine Coast Assessment District 88-1 - Debt Service - 507 .........................................................A240
J
Jail Commissary - 143 ...................................................................................................................A147
Juvenile Justice Commission - 045 ..................................................................................................A61
L
Ladera CFD 2002-01 Debt Service - 487 ......................................................................................A235
Life Insurance ISF - 29Z ................................................................................................................A223
Limestone Regional Park Mitigation Endowment - 15K ..............................................................A167
M
Medi-Cal Administrative Activities/Targeted Case Management - 138 .......................................A132
Mental Health Services Act - 13Y .................................................................................................A142
MHSA Housing Fund - 12A ..........................................................................................................A117
Miscellaneous - 004 .........................................................................................................................A14
Mission Viejo CFD 87-3 (A) - Debt Service - 492 ........................................................................A237
Motor Vehicle Theft Task Force - 122 ..........................................................................................A112
N
N. Tustin Landscape & Lighting Assessment District - 459 .........................................................A231
Narcotic Forfeiture and Seizure - 116 ............................................................................................A107
Newport Coast AD 01-1 Conversion #1 Debt Service - 52T ........................................................A247
Newport Coast AD 01-1 Group 2 Debt Service - 523 ...................................................................A246
Newport Coast AD 01-1 Group 4 Conversion Debt Service - 536 ................................................A251

Index
O
OC Animal Care - 024 .....................................................................................................................A32
OC Animal Care Donations - 121 ..................................................................................................A111
OC Animal Shelter Construction Fund - 16D ...............................................................................A173
OC Campaign Finance and Ethics Commission - 052 ....................................................................A66
OC Community Resources - 012 .....................................................................................................A22
OC Dana Point Harbor - 108 .........................................................................................................A103
OC Fleet Services - 296 .................................................................................................................A208
OC Flood - 400 ..............................................................................................................................A224
OC Flood - Capital - 404 ...............................................................................................................A226
OC Flood - Capital Improvement Projects - 401 ...........................................................................A225
OC Housing - 15G .........................................................................................................................A163
OC Housing Authority - Operating Reserves - 117 .......................................................................A108
OC Parks Capital - 406 ..................................................................................................................A228
OC Parks CSA26 - 405 ..................................................................................................................A227
OC Public Libraries - 120 ..............................................................................................................A110
OC Public Libraries - Capital - 119 ...............................................................................................A109
OC Public Works - 080 ....................................................................................................................A91
OC Road - 115 ...............................................................................................................................A106
OC Road - Capital Improvement Projects - 174 ............................................................................A175
OC Tobacco Settlement Fund - 13N ..............................................................................................A135
OC Waste & Recycling Enterprise - 299 .......................................................................................A217
OC Watersheds - 034 .......................................................................................................................A48
OCIT Countywide Services - 289 ..................................................................................................A193
OCIT Shared Services - 037 ............................................................................................................A51
OCWR - Brea/Olinda Landfill Escrow - 286 ................................................................................A191
OCWR - Environmental Reserve - 275 .........................................................................................A180
OCWR - Landfill PostClosure Maintenance - 279 ........................................................................A181
OCWR - Prima Deshecha Landfill Escrow - 287 ..........................................................................A192
OCWR Capital Project Fund - 273 ................................................................................................A177
OCWR Corrective Action Escrow - 274 .......................................................................................A179
OCWR Importation Revenue Sharing - 295 ..................................................................................A207
OCWR-FRB/Bee Canyon Landfill Escrow - 284 ..........................................................................A190
Office of Independent Review - 051 ................................................................................................A65
Orange County Housing Authority (OCHA) - 15F .......................................................................A162
Orange County Jail Fund - 134 ......................................................................................................A129
P
Parking Facilities - 137 ..................................................................................................................A131
Pension Obligation Bonds Debt Service - 15J ...............................................................................A166
Performance Audit - 050 ..................................................................................................................A64
Prepaid Pension Obligation - 022 ....................................................................................................A31
Probation - 057 .................................................................................................................................A69
Property & Casualty Risk ISF - 294 ..............................................................................................A204
Property Tax System Centralized O&M Support - 015 ...................................................................A26

Index
Proposition 64 - Consumer Protection - 12H .................................................................................A122

Proposition 69 - DNA Identification Fund - 12J ...........................................................................A123
Public Administrator - 029 ..............................................................................................................A41
Public Defender - 058 ......................................................................................................................A72
R
Rancho Santa Margarita CFD 86-1 (Series 1988) - Debt Service - 488 ........................................A236
Rancho Santa Margarita CFD 87-5(A) - Debt Service - 501 .........................................................A238
Rancho Santa Margarita CFD 87-5B - Debt Service - 509 ...........................................................A241
Rancho Santa Margarita CFD 87-5C - Debt Service - 517 ...........................................................A244
Rancho Santa Margarita CFD 87-5D (A) - Debt Service - 521 .....................................................A245
Rancho Santa Margarita CFD 87-5E (A of 1993) - Debt Service - 549 ........................................A254
Real Estate Development Program - 135 .......................................................................................A130
Real Estate Prosecution Fund - 12G ..............................................................................................A121
Regional Narcotics Suppression Program - Other - 126 ................................................................A115
Registrar of Voters - 031 .................................................................................................................A43
Remittance Processing Equipment Replacement - 107 .................................................................A102
Reprographics ISF - 297 ................................................................................................................A212
S
Santa Ana Regional Center Lease Conveyance - 102 .....................................................................A99
Self-Insured Benefits Internal Service Fund - 298 ........................................................................A216
Self-Insured PPO Health Plans ISF - 292 ......................................................................................A199
Sheriff Court Operations - 047 ........................................................................................................A62
Sheriff Narcotics Program - CALMMET - Treasury - 139 ...........................................................A133
Sheriff Narcotics Program - Department of Justice - 132 ..............................................................A127
Sheriff Narcotics Program - Other - 133 ........................................................................................A128
Sheriff's Court Ops - Special Collections - 142 .............................................................................A146
Sheriff's Substations Fee Program - 141 ........................................................................................A145
Sheriff's Supplemental Law Enforcement Services - 14G .............................................................A153
Sheriff-Coroner - 060 .......................................................................................................................A77
Sheriff-Coroner Construction and Facility Development - 14Q ...................................................A156
Sheriff-Coroner Replacement & Maintenance Fund (SCRAM) - 13R .........................................A137
Social Services Agency - 063 ..........................................................................................................A82
South County Roadway Improvement Program (SCRIP) - 151 ....................................................A159
Special Assessment-Top of the World Improvement - 431 ...........................................................A229
SSA Donations & Fees - 12S .........................................................................................................A125
SSA Wraparound - 12W ................................................................................................................A126
State Criminal Alien Assistance Program (SCAAP) - 13P ...........................................................A136
Strategic Priority Affordable Housing - 15U .................................................................................A171
Survey Monument Preservation - 128 ...........................................................................................A116
T
Teeter Series A Debt Service Fund - 15Y .....................................................................................A172
Traffic Violator Fund - 13B ...........................................................................................................A134
Treasurer-Tax Collector - 074 .........................................................................................................A87

Index
Trial Courts - 081 .............................................................................................................................A97
U
Unemployment ISF - 291 ..............................................................................................................A198
Utilities - 040 ...................................................................................................................................A54
W
Ward Welfare - 14R .......................................................................................................................A157
Wellness Program Internal Service Fund - 29W ...........................................................................A221
Workers' Compensation ISF - 293 .................................................................................................A201
Workforce Investment Act - 146 ...................................................................................................A149

Description of Major Objects by Classification

SALARIES AND EMPLOYEE BENEFITS
0100 Salaries and Wages

Items included:
0101 Regular Salaries
0102 Extra Help
0103 Overtime
0104 Annual Leave Payoff
0105 Vacation Payoff
0106 Sick Leave Payoff
0107 Retiree Multi-Yr Leave Balance Payoff
0110 Performance Incentive Pay (time off only currently awarded)
0111 Other Pay (e.g., bilingual, supplemental portion of worker's compensation for non-safety employees)
0112 Other Salaries
Items excluded:
Payment to independent contractor (post to account indicating purpose of contract; e.g., Object 1900
Professional Services)
0200 Retirement
County's share of the expense of employee retirement programs.
Items included:
0202 Early Retirement
0204 County Paid Executive Deferred Comp Plan
0205 1.62% Retirement ER Contribution 401(A) Plan
0206 Retiree Medical
0207 Health Reimbursement Account
0208 Pension Prepayment Discount
0300 Employee Group Insurance

County's share of expense of insurance programs.
Items included:
0301 Unemployment Insurance
0305 Salary Continuance Insurance
0306 Health Insurance
0307 Wellness Program
0308 Dental Insurance
0309 Life Insurance
0310 AD&D Insurance
0319 Other Insurance (e.g., employer's share of union contributions)
0350 Workers' Compensation Insurance

Items included:
0352 Workers' Compensation - General

0353 Workers' Compensation - Benefits (benefit portion of employer's share of workers' compensation for
both safety and non-safety employees; this Object is used by Workers' Comp ISF Fund 293 only)
0354 Workers' Compensation - Excess Costs (supplemental portion of the employer's share of workers'
compensation for safety employees; this Object is recorded in the employee's fund/budget control)
0400 Other Benefits

Employer's share of Medicare and FICA (Federal Insurance Contribution Act)
Items included:
0401 Medicare
0410 Wellness Plan
0402 Executive Car Allowance

Part of executive management compensation package
0403 Optional Benefit Plan

Part of administrative and executive management compensation package
0490 Salary Cost Applied Intrafund

This object is used to record transactions to cost apply salaries and benefits expenditures to Object 4200
Buildings and Improvements, and Infrastructure.
SERVICES AND SUPPLIES
0500 Agricultural
Types of items included:
Agricultural disinfecting and exterminating services
Animal medicines and serums
Custom farming services
Ear tags
Fertilizer
Forage
Insecticides
Irrigation
Livestock registration
Nursery stock
Peat moss
Pest abatement supplies
Seed
Topsoil
Weed killer
Items excluded:
Any of the above used in building and grounds maintenance
0600 Clothing and Personal Supplies

Badges, chevrons
Belts
Buttons

Cartridge, badge cases

Combs
Facial tissue
Gloves
Goggles
Gowns
Helmets
Masks
Raincoats
Rubber boots
Safety Clothing
Sewing Supplies
Shoes
Slippers
Tailoring, alterations
Tobacco
Toilet articles
Uniforms
Uniform allowances, rental
Yardage
0700 Communications
0702 Telephone and Telegraph - Other
0740 Enterprise Telephone Service Charge
0741 Telephone Service Charges from Vendor
0742 Cell Phones, Pagers, Blackberry
Internet services
Messenger services
Radio and microwave services
Telephone, telephone reimbursements, telegraph and teletype services
Types of items excluded:
Radio repair and supplies (post to Object 1300 Maintenance-Equipment)
Rental of communications equipment (post to Object 2100 Rents and Leases-
Equipment)
0900 Food
Includes nutrients and beverages for human consumption either presently suitable for consumption or
kitchen processing, or not presently suitable such as livestock and poultry, but intended for ultimate
conversion and use as food by the purchasing agency.
Candy, confectionery
Cereals, cereal products
Cocoa, cocoa products
Coffee, coffee substitutes
Eggs, egg products
Feed for live animals, poultry and fish that are being raised for food
Live animals, poultry, fish, meat, and related by-products
Milk, milk products

Margarine
Soft drinks
Spices, salt
Sugar, sugar products
Tea
Vegetables, vegetable products
Draft, breeding, and dairy animals (post to Equipment)
Dietary supplements (post to Medical, Dental, and Laboratory Supplies)
Spirits, malt, or vinous liquors (post to Medical, Dental and Laboratory Supplies)
Meals furnished to jurors (post to Jury and Witness Expense)
Meals furnished to indigents (post to Support and Care of Persons)
1000 Household Expense

1001 Household Expense-Trash
Kitchen and dining service:
Chinaware, glassware
Cooking, baking, meat cutting utensils, and supplies
Cutlery
Napkins
Tablecloths
Bedding:
Bedspreads
Blankets
Mattresses
Pillows
Pillowcases
Sheets
Laundry:
Clothespins
Detergents, soaps, and washing compounds
Dry cleaning
Laundry bags
Marking Ink
Outside laundry
Other:
Brooms, mops, wax and cleaners
Carpet cleaning shampoo
Clothes locker, small heaters
Contractual maid and custodial services
Curtains, drapes, rugs (when not capitalized)
Disinfectants
Drinking water stands
Garbage cans
Hot plates
Refuse disposal
Soap, toilet tissue
Towels, towel service

Type of items excluded:

Supplies issued to individuals for personal use (post to Clothing and Personal Supplies)
1100 Insurance
Boiler
Bonds
Burglary
Collision
Employee Benefits insurance premium which will be charged by paying department to employee
departments
False arrest
Fire
Forgery
Individual and blanket bonds
Malpractice
Money and securities
Property damages
Public liability
Department's share of employee Insurance (post to Employee Group Insurance or related Object accounts
0300-0319 or Workers' Compensation Insurance or related Object accounts 0350-0354)
1200 Jury and Witness Expense

Fees and expenses of Coroner's juries
Fees and expenses of jurors, witnesses, and interpreters (criminal cases only)
Meals, transportation and hotel accommodations for jurors
Psychiatric services (post to Professional and Specialized Services)
1300 Maintenance - Equipment and Software

1300 Maintenance Equipment - Non-IT Maintenance
1301 Maintenance - Inventory Parts
1302 Parts Not Direct-Billed to Customers
1340 Software Maintenance & Support
1341 IT Hardware Maintenance & Support
Includes expenditures for keeping equipment, whether capitalized or not, in efficient operating condition.
Automotive supplies, such as lubricating oil, light bulbs, spark plugs, anti-freeze, grease, polish, brake fluid,
seat covers, skid chains, batteries, tires and tubes, fan belts, filters, contractual repairs, overhauls
Radio repair services and supplies
Repair parts
Service contracts for maintenance
Towing charges
Upholstering such as office equipment, automobile

1400 Maintenance - Building and Improvements

1402 Minor Alterations and Improvements
1404 Major Alterations and Improvements
Includes expenditures for maintaining the useful life of buildings and improvements.
Asphalt for maintaining landfills
Awnings
Boiler compounds
Electrical and plumbing supplies and services
Fire extinguisher refills
Gardening expense, including weed and pest control supplies for buildings and grounds
Heating and cooling system repairs
Landfill fabric
Light globes, fuses
Minor alterations
Monitoring alarms for buildings
Nursery stock
Painting supplies and services
Pool service
Replacement parts which do not result in a betterment
Window tinting
Lawnmowers, edgers, shears, ladders, paint brushes
Water, electricity, gas
Road Supplies
Road Contractual Services
1500 Medical, Dental and Laboratory Supplies

1501 Pharmaceuticals
1502 Medical Supplies
1503 Dental Supplies
1504 Contract Pharmacy
1509 Minor Medical Equipment to be Controlled
Includes all types of laboratory supplies.
Alcohol
Animals, fish, insects for laboratory tests
Antiseptics, antitoxins
Artificial limbs
Blood plasma
Crime laboratory supplies
Dentures
Dietary supplements, drugs
Embalming supplies
Eyeglasses, grinding compounds
Hearing Aids
Hypodermic needles and syringes
Laboratory enamelware, glassware

Laboratory scales
Liquor
Medical and dental instruments
Medical gases, medicines
Medical soap
Narcotics
Orthopedic supplies
Pharmaceuticals
Road materials, testing supplies
Rubber gloves, rubber sheets
Splints, syringes
X-ray film
Any of the above given as part of an assistance program (post to Support and Care of Persons)
1600 Memberships
Includes memberships in societies, association of officials, trade associations and other organizations which issue
official publications
1700 Miscellaneous Expense

1701 Cash Differences
1702 Cash Losses
Includes frequent or minor expenditures, not limited in incidence to any particular department, which are
not classified in any other account. Care should be exercised that this account is not used for expenditures
which may be properly posted to the other accounts.
Cash shortages
Unidentifiable inventory overages and shortages
Infrequent or minor expenditures not classified in any other account
1800 Office Expense

1801 Duplicating Services (services provided by CEO Publishing Services only)
1802 Periodicals and Journals
1803 Postage
1805 Purchasing Stores Office Supplies
1806 Printing Costs by Outside Vendors
1809 Minor Office Equipment to be Controlled
1840 IT Hardware Purchases (purchases under $5,000)
Includes expenses for office-type supplies and services.
Accounting and report forms
Binders, docket books
Book binding and repair
Books, manuals
Bottled drinking water
Dictation machine supplies
Drafting paper

Duplicating services
Envelopes, stamped envelopes
Filing supplies, letterheads
Letter scales
Metered postage, stamps
Microfilm
Office machine ribbons
Paper, paper clips
Parcel post
Pencils, pens, pencil sharpeners
Photocopy supplies
Post Office box rent, post cards
Printing and binding
Receipts, receipt books
Records destruction
Registered mail and special delivery
Reproductions and blueprints
Rubber stamps, scissors
Scotch tape
Shelving
Small staplers, dating and numbering machines
Subscriptions to magazines, periodicals, clipping services
Stamps
Telephone answering devices
Wastebaskets
Towel service (post to Household Expense)
Film developing, photography supplies (Post to Special Departmental Expense)
Books and periodicals for circulating library use, their repair and binding (Post to Special Departmental
Expense)
1900 Professional and Specialized Services

1901 Data Processing Services
1902 Photographic Microfilm Expense
1903 Surveys and Studies
1904 Ambulance Contracts
1907 Collection Agency Fees
1908 Temporary Help
1909 Contracts
1910 Court Security
1911 CWCAP Charges
1912 Investment Administrative Fees
1913 Merchant Fees
1920 Non-claimable Administrative Expense
1940 Enterprise IT Services
1941 IT Professional Services Contract


Most professional and skilled services
Actuarial studies
Aerial surveys, appraisals
Ambulance service
Architectural services
Armored car service
Artist's fees
Auditing and accounting
Boards and commissions
Bounties
Burial service
Chemical analysis
Clerical services
Computer training
Consultations
Data processing services
Engineering services
Fees paid Humane Society
File fees
Fiscal agent's fees
Furniture moving
Lecture and musical services
Management and salary surveys
Marshal service fee
Materials testing
Medical, dental and laboratory services
Medical and sobriety examinations
Microfilm services
Outside animal boarding expense
Outside defense counsel legal services
Psychiatric services
Radio broadcasting
Reporting and transcribing
Road construction and maintenance contracts
Sandblasting
Storm channel cleaning
Technical identification services
Weighing and measuring services
Messenger services (post to Communications)
Radio technical services (post to Communications)
Custodial services (post to Household Expense)
Service contracts for equipment maintenance (post to Maintenance-Equipment)
Service contracts for maintenance of buildings and improvements (post to
Maintenance-Building and Improvements)
Disinfecting and exterminating services (post to Agricultural or Household Expense)
Time-lock inspection service (post to Maintenance)

2000 Publication and Legal Notices

Includes expenses for the publication of legally required notices and reports.
Advertising impounded animals
Bids for purchases
Bond sale notices
Budgets
Crop reports
Delinquent tax lists
Employment opportunities
Financial reports
Ordinances
Planning Commission hearings
Proceeding of Board of Supervisors
Public Administrator's semi-annual report
Tax sale notice
Transfers of unclaimed refundable taxes
Advertising County resources (post to Special Departmental Expense)
Printing and binding lists of registered voters, printing ballots (post to Special
Departmental Expense)
2100 Rents and Leases - Equipment

Includes rents and leases paid for the use of equipment and other articles.
2110 Short-Term Leases Equipment
2140 Software leases & Licenses
2141 IT Hardware Leases
2142 Short-Term Leases IT Equipment
2150 Equipment Usage
Alarm systems (tied to police, fire, or alarm service company)
Amounts paid under operating lease agreements
Cable television rental
Office furniture
Rent of communications equipment
Rent of films, exhibits, models
Licensing of Software (Permission to use Software)
Trailer rentals
Rent or lease of cars and trucks (post to Transportation and Travel-General)
Telephone service (post to Communications)
Amounts paid under lease purchase agreements (post to Lease Purchase
Principal Payment and Lease Purchase Interest Payment)
2200 Rents and Leases - Buildings and Improvements

Includes rents and leases paid for the use of land, buildings and improvements.
Amounts paid under operating lease agreements

Parking space leases

Rent of polling places
Storage charges
Type of items excluded:
Non-removable leasehold improvements (post to Buildings and Improvements or
Maintenance-Buildings and Improvements)
Amounts paid under capital lease agreements (post to Lease Purchase
Principal Payment and Lease Purchase Interest Payment)
2300 Small Tools and Instruments

2309 Minor Small Tools and Instruments to be Controlled
Includes minor equipment of insufficient life or value to require classification as a capital asset, and
replacement parts of such tools and instruments.
Carpentry, machines and general purpose tools:
Bits
Calipers
Chisels
Cutters
Drills
Files
Flashlights
Gauges
Hammers
Handsaws
Ladders
Lanterns
Levels
Oil cans
Paint brushes
Picks
Reamers
Screwdrivers
Shovels
Tool boxes
Wheelbarrows
Wrenches
Drafting, engineering and surveying tools:
Curve sets
Drawing instruments
Hand compasses
Measuring tapes
Plumb bobs
Sextants
Slide rules
Rods
Gardening tools:
Edgers
Gardening hose

Hand lawnmowers
Hoes
Planters
Pruning shears
Rakes
Sprayers
Other specialized tools and instruments:
Art and Craft
Barbering
Battery chargers
Blacksmith
Electrician
Metal working
Plumbing
Tailoring
Weighing and measuring
Medical, dental and laboratory instruments (post to Medical, Dental and Laboratory Supplies)
Safety devices, such as belts, goggles and helmets (post to Clothing and Personal Supplies)
Supplies such as nails, bolts, oxygen, and welding rods (post to Maintenance Equipment or Maintenance-
Buildings and Improvements)
2400 Special Departmental Expenses

2409 Minor Special Department Equipment to be Controlled
2412 Facilities and Warehouse Supplies
2490 Landfill Closure/Post Closure Costs
Includes comparatively specialized supplies and services, peculiar to one or a few departments for which an
account has not otherwise been provided.
Advertising County resources
Ammunition
Athletic supplies
Books for circulating library use / inmates usage
Book reimbursements
Demonstration materials
Detective expense
Diesel fuel (for central garage)
Dog food
Disposal of animal carcasses
Educational training, including related expenses
Election expenses
Election officers
Employee benefit reimbursements by Human Resources Department
Film development supplies and expenses
Fingerprint supplies
Fireworks
Games and puzzles
Handcuffs
Hoses, couplings, nozzles

Instruction courses
Pound supplies
Printing and binding lists of registered voters
Printing ballots
Projection screens
Rideshare
Road materials
Service pins
Shipping supplies
Tuition reimbursements
Unclassified expenditures from District Attorney's and Sheriff 's special funds
Warehouse storage containers
2600 Transportation and Travel - General

2601 Private Auto Mileage
2602 Garage Expense
Includes the transportation of persons and things except where other services furnished in conjunction
with transportation comprise the major portion of the charge, or where the transportation is more
appropriately included under account titles indicating the purpose.
Central garage services
Delivery services
Freight, express and other transportation charges not chargeable to a commodity purchased
Gasoline, diesel fuel, except when purchased for central garage
Leased or hired vehicles
Reimbursements for private car use
Reimbursements for meals, lodging, bridge tolls, train, bus, airfares, and any other authorized travel
expenses
Transportation of prisoners and court wards
Ambulance services (post to Professional and Specialized Services)
Armored car service (post to Professional and Specialized Services)
Gasoline, diesel fuel, etc., used for off-highway purposes of Road Department
(post to Maintenance-Equipment)
Natural gas, butane, fuel, oil, etc., used for heating/cooling purposes (post to Utilities)
Packing supplies (post to Special Departmental Expense)
Purchases for central garage vehicles (post to Maintenance-Equipment or
Special Departmental Expense)
Transportation of indigents (post to Support and Care of Persons)
2700 Transportation and Travel - Meetings/Conferences

Items included:
Includes reimbursement for expenses in connection with attendance at conferences and meetings; i.e.,
reimbursement for meals, lodging, conference registration, bridge tolls, parking, train, bus, airfares,
miscellaneous other mileage, miscellaneous non-taxable reimbursements and any other authorized travel
expense.

2800 Utilities
2801 Utilities - Purchased Electricity
2802 Utilities - Purchased Gas
2803 Utilities - Purchased Water
Coal, wood
Electricity
Heating and cooling supplies for County buildings
Natural gas, butane, fuel oil
Sewage disposal
Street lighting on County grounds
Water
Fuel for department vehicles
Gasoline fuel for central garage vehicles
Refuse disposal (post to Household Expense)
Telephone service (post to Communications)
2890 Intra-Agency Services and Supplies Billing Offsets

This object can only be used with an agency which incurs billable services and supplies costs, and which
bills itself (as well as other funds/budget controls) for a portion of these costs. This object is credited to
offset debits made to various services and supplies objects within the same agency as a result of the billings.
2900 Services and Supplies Reimbursements

Employee physicals paid initially by HCA
Utilities paid initially by RDMD
Reimbursements among County General Fund budget controls (use Object 5100)
Reimbursements received by Propriety Funds (use revenue sources)
Reimbursements received from O.C. Superior Courts (use revenue sources)
OTHER CHARGES
3000 Bad Debts

Include amounts incurred in the current year because of the failure to collect receivables.
3100 Contributions to Non-County Governmental Agencies

Includes contributions to other governmental agencies engaged in activities either identical or supplemen-
tary to those of the County.
Contributions to cities for lifeguard services
Contributions to the U.S. Forest Service
Grants to recreation, soil conservation, air pollution control and other types of districts
Grants for fish and game propagation and predatory animal control


Contributions to non-government agencies, such as museums, zoos, local celebrations, blood banks (post
to Professional and Specialized Services)
3200 Bond Redemption

Redemption of matured and called bonds
3250 Retirement of Other Long-Term Debt

3251 Lease Purchase Principal Payment - includes liquidation of long-term debt principal, including the
principal portion of capital leases other than bonds.
3252 Lease Equipment – Debt Service Principal
3253 Lease IT Equipment – Debt Service Principal
3254 Lease Buildings and Improvements – Debt Service Principal
3255 Lease Land – Debt Service Principal
3300 Interest on Bonds

3310 Capital Accretion on Bonds - includes interest and call premium payments on bonded debt.
3350 Interest on Other Long-Term Debt

3351 Lease Purchase Interest Payment - includes interest on long term debt (including the interest portion
of capital leases), other than bonds.
3352 Lease Equipment – Debt Service Interest
3353 Lease IT Equipment – Debt Service Interest
3354 Lease Buildings and Improvements – Debt Service Interest
3355 Lease Land – Debt Service Interest
3400 Interest on Notes and Checks

Includes interest payments on tax anticipation notes and checks.
3410 Debt Issuance Costs
3420 Debt Service Payment to Escrow Agent
3500 Judgments and Damages

3510 Other Charges - Operating
3520 Insurance Claims
3530 Insurance Premiums
Items included:
Expenditures in settlement of claims against the County for injury to persons and property
Items excluded:
Damages paid in connection with rights of way acquisition
Damages paid in connection with land acquisition
3600 Rights of Way

Items included:
Amounts paid for the acquisition of easements where title is not acquired by the County, and the acquisition
of land acquired in fee title for road purposes.

3700 Taxes and Assessments

3750 Pollution Remediation Expense
Items included:
Taxes and assessments levied against the County by another governmental agency.
3800 Support and Care of Persons

Includes cash or necessaries furnished indigents or others for whom the County has assumed the burden of
support.
3803 Purchased Welfare Expenditures
3807 Temporary Shelter Care
Allowances for incidentals to prisoners and court wards
Contract nursing and housekeeping services for welfare cases
Groceries, clothing and supplies for indigents
Maternity and adoption expense
Meals and lodging
Medical and dental supplies furnished public assistance recipients
Payment for care in foster homes and private institutions
Payment of rents and utilities for indigents
Public assistance payments
Reimbursement to other governmental agencies for care and transportation of prisoners
Reimbursement to State for care of County inmates in State institutions
Transportation of indigents
Items excluded:
Support and care in County institutions
3900 Income Allocation

For use by the Deferred Compensation Fund to allocate net earnings.
3950 Other Charges Reimbursements:

Includes reimbursement from funds outside the County General Fund for lease-purchase payments
originally recorded in Lease Purchase Principal Payment and Lease Purchase Interest Payment accounts.
CAPITAL ASSETS
4000 Equipment
Expenditures for the acquisition of physical property owned, not leased, of a permanent nature with a value
of over $5,000 or over, other than land, buildings and improvements.
4040 IT Equipment (purchases over $5,000)
Automotive equipment
Communications equipment
Computer software
Freight or other carriage charges
Installation costs
Office equipment
Office furniture
Sales, use and transportation taxes

Special equipment
Books (post to Special Departmental Expense)
Films (post to Special Departmental Expense)
Leased equipment (post to Rents and Leases-Equipment)
4100 Land
Expenditures for the acquisition of land, except land acquired for road purposes. Requires a Unit code
starting with the letter "L."
Appraisal, negotiation, title search, and surveying fees
Clearing land for use
Cost of demolishing or relocating structures
Cost of obtaining consents and payment for condemnation costs
Filing costs
Purchase of right of way where title is not acquired by the County of Orange (post to Rights of Way)
Land acquired in fee title for road purposes (post to Rights of Way)
4200 Buildings and Improvements, and Infrastructure

Expenditures for the purchase price, contract price, or job costs, and any other expenditures necessary to
put a structure into its intended state of operation. Requires a Unit code starting with the letter "P."
Buildings and Improvements:
Architect fees
Condemnation costs
Cost of fixtures attached to and forming a permanent part of structures
Costs of permits and licenses
Insurance during construction
Major alterations or improvements of existing structures
Non-removable leasehold improvements:
Fences
Landscaping
Pavement
Pipelines
Wells
4209 Buildings and Improvements, and Infrastructure Reimbursements

Reimbursements from funds outside the County General Fund for capital project expenditures which were
originally recorded in the Buildings and Improvements or Infrastructure account.
4250 Land Use Rights- Amortizable

Used for the acquisition of right-of-way or easements valued at $150,000 or greater and a limited useful
greater than one year.
4251 Other Intangible Assets- Amortizable

Used for the acquisition of water rights, timber rights, patents, and trademarks valued at $150,000 or
greater and a limited useful life greater than one year.

4252 Computer Software- Amortizable

Used for software development costs with a value of $150,000 or greater. Examples of such costs include
software licenses, consultants, and purchased software. All computer software has a limited useful life, and
is therefore amortizable.
4260 Land Use Rights - Non-Amortizable

Used for the acquisition of right-of-way or easements valued at $150,000 or greater with a permanent useful
life.
4261 Other Intangible Assets - Non-Amortizable

Used for the acquisition of water rights, timer rights, patents and trademarks valued at $150,000 or greater
with a permanent useful life.
4300 Capital Assets Disposition
OTHER FINANCING USES
4700 Payments to Refunded Debt Escrow Agents

Used to record payments to decrease prior bonded debt.
4710 Discount on Bonds Issued
4800 Transfers Out - To Fund 100

Cash or other financial resources transferred out to other funds, to provide for expenditure of the fund
receiving the transfer, as legally authorized. Includes remaining balances transferred out from a
discontinued fund to another fund.
4801 Transfers Out - To Fund 101 through 199
4802 Transfers Out - To Fund 2AA through 299
4803 Transfers Out - To Fund 300
SPECIAL ITEMS
5000 Special Items

Includes significant transactions or other events within the control of management that are either unusual
in nature or infrequent in occurrence.
5100 Intrafund Transfers

This object is valid only for transfers of costs between budget controls within a fund. Use of a department
object code to identify the budget control to which costs are being transferred is optional.

5200 Appropriation for Contingencies

A budgetary provision representing that portion of financing requirements set aside to meet unforeseen
expenditure requirements. To be budgeted only by districts and County departments other than the County
General Fund. Expenditures are not incurred against this appropriation; instead, appropriations are
transferred from 5200 to a specific appropriation category.
5300 Depreciation
Includes the recording of expiration in the service life of capital assets attributable to wear and tear,
deterioration, action of the physical elements, inadequacy and obsolescence.
5350 Amortization (Used only by Enterprise and ISF funds)

Includes the recording of expiration of service life attributable to the process by which the cost of an
intangible asset (such as software) is distributed over the projected useful life of the asset. Amortization
expense is treated similar to depreciation expense.
5400 Loss or Gain on Disposition of Assets

Used to record the difference between the amount received for equipment upon disposal, and the net value
(undepreciated balance) of the equipment at the time of disposal (Enterprise and Internal Service Funds
only.)

Description of Revenue Sources by Classification

TAXES
6210 Property Taxes - Current Secured
6220 Property Taxes - Current Unsecured
6230 Property Taxes - Prior Secured
6240 Property Taxes - Prior Unsecured
6250 Taxes - Special District Augmentation
6260 Property Taxes - VLF Swap
6270 Sales and Use Taxes
6271 Sales and Use Tax Compensation
6280 Property Taxes - Current Supplemental
6290 Other Taxes
6300 Property Taxes - Prior Supplemental
6310 Tax Increment
6320 Special Taxes (Community Facilities Districts)
LICENSES, PERMITS AND FRANCHISES

6410 Animal Licenses
6420 Business Licenses
6430 Construction Permits
6440 Road Privileges and Permits
6450 Zoning Permits
6460 Other Licenses and Permits
6470 Franchises
FINES, FORFEITURES AND PENALTIES

6510 Vehicle Code Fines
6520 Other Court Fines
6530 Forfeitures and Penalties
6540 Penalties and Costs on Delinquent Taxes
USE OF MONEY AND PROPERTY

6610 Interest
6620 Rents and Concessions
6630 Royalties
6640 Interest- Lease
INTERGOVERNMENTAL REVENUES
6690 State - Homeowners' Property Tax Relief
6695 State - Trial Court
6700 State - Proposition 172 Public Safety Sales Tax
6710 Citizen Options for Public Safety (COPS)
6720 State - Aviation
6730 State - Highway Users Tax
6740 State - Motor Vehicle In-Lieu Tax
6750 State - Trailer Coach In-Lieu Tax
6760 State - Other State In-Lieu Tax
6770 State - Public Assistance Administration
6780 State - Public Assistance Programs

6820 State - California Children's Services
INTERGOVERNMENTAL REVENUES (CONTINUED)

6830 State - Realignment Revenue
6840 State - Health Administration
6850 State - Cerebral Palsy
6860 State - Mental Health
6870 State - Tuberculosis Control
6880 State - Other Health
6890 State - Agriculture
6910 State - Civil Defense
6920 State - Construction
6930 State - Corrections
6940 State - County Fairs
6950 State - Disaster Relief
6960 State - Veterans' Affairs
6970 State - Other
6980 Federal - Public Assistance Administration
6990 Federal - Public Assistance Programs
7040 Federal - Health Administration
7050 Federal - Construction
7060 Federal - Disaster Relief
7070 Federal - Forest Reserve
7080 Federal - Grazing Fees
7090 Federal - In-Lieu Taxes
7110 Federal - Other
7120 Other - In-Lieu Taxes
7130 Other Governmental Agencies
7140 Other Local Entities - Capital Contribution
CHARGES FOR SERVICES

7310 Assessment and Tax Collection Fees
7320 Auditing and Accounting Fees
7330 Communication Services
7340 Election Services
7360 Legal Services
7370 Personnel Services
7380 Planning and Engineering Services
7390 Purchasing Fees
7410 Agricultural Services
7420 Civil Process Services
7430 Court Fees and Costs
7440 Estate Fees
7450 Humane Services
7460 Law Enforcement Services
7470 Recording Fees
7480 Road and Street Services
7490 Health Fees
7510 Mental Health Services
7520 Sanitation Services

7530 Adoption Fees

7540 California Children's Services
CHARGES FOR SERVICES (CONTINUED)

7550 Institutional Care and Services
7560 Educational Services
7570 Library Services
7580 Park and Recreation Fees
7590 Other Charges for Services
7591 CWCAP Charges
7600 Special Assessments
OTHER REVENUES
7610 Tobacco Settlement
7661 Other Sales - Taxable
7662 Other Sales - Non-Taxable - Resale
7663 Other Sales - Non-Taxable - U.S. Government
7664 Other Sales - Non-Taxable - Intra County (between funds)
7665 Tax-Paid Purchases - Resold
7670 Miscellaneous Revenue
7680 Six-Month Expired (Outlawed) Checks
7690 Returned Check Charges
7700 Welfare Repayments
7710 Insurance Premiums
7720 Passenger Facility Charge Rev
7750 Revenue from Inventory Issues - Sales Tax Surcharge
7760 Revenue from Inventory Issues - Purchase Discounts
7850 Provision for Increase in Land Held for Resale
7851 Capital Asset Sales - Taxable
7852 Capital Asset Sales - Non-Taxable - Resale
7853 Capital Asset Sales - Non-Taxable - U.S. Government
7854 Capital Asset Sales - Non-Taxable - Intra-County
7855 Capital Asset Sales - Land
TRANSFERS IN
7810 Operating Trans In-From Fund 100
7811 Operating Trans In - From Funds 101-199
7812 Operating Trans In - From Funds 2AA-299
7813 Operating Trans In - From Fund 300
7815 Operating Trans In - From Fund 500-599
7818 Operating Trans In - From Fund 800-899
7819 Operating Trans In - From Fund 9AA-999
OTHER FINANCING SOURCES

7800 Contributions In-Lieu of Fees
7805 Capital Contributions
7780 Principal Payment on Demand Bonds

7820 Premium and Accrued Interest on Bonds Issued

7840 Long-Term Debt Proceeds
7841 Long-Term Loan Issuance
7860 Proceeds of Remarketed Debt
7865 Contributions to Pooled Invest (Category: 0700-Misc Rev)
7890 Employee Contributions (Category: 0700 Misc Rev)
7960 Contributions (Category: 0900 Special Items)
OTHER FINANCING SOURCES (CONTINUED)

7870 Proceeds from Capital Lease Obligations
7880 Proceeds of Refunding Bonds
7965 Special & Extraordinary Items


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BEHAVIORAL HEALTH HEALTHCARE

BENEFITS & SUPPORT SERVICES

ORGANIZATIONAL CHART .................................................................................................10

TRANSMITTAL LETTER .......................................................................................................11

FY 2021-22 RECOMMENDED BUDGET AT A GLANCE ..................................................14

ORANGE COUNTY PROFILE ................................................................................................19

LONG-RANGE FINANCIAL PLANS .....................................................................................21

BUDGET OVERVIEW ..............................................................................................................30

FY 2021-22 RECOMMENDED BUDGET HIGHLIGHTS AND ASSUMPTIONS ............34

MAJOR EXPENSE ASSUMPTIONS ...........................................................................................................38

FUND STRUCTURE ..................................................................................................................43

AWARDS AND RECOGNITIONS FY 2020-21 ......................................................................46

PROGRAM I: PUBLIC PROTECTION .................................................................................81

139 - SHERIFF NARCOTICS PROGRAM - CALMMET - TREASURY .............................................. 144

PROGRAM II: COMMUNITY SERVICES .........................................................................171

16D - OC ANIMAL SHELTER CONSTRUCTION FUND ....................................................................203

PROGRAM III: INFRASTRUCTURE & ENVIRONMENTAL ........................................253

151 - SOUTH COUNTY ROADWAY IMPROVEMENT PROGRAM (SCRIP) ....................................... 287

PROGRAM IV: GENERAL GOVERNMENT SERVICES ................................................327

025 - COUNTY COUNSEL .....................................................................................................................378

PROGRAM V: CAPITAL IMPROVEMENTS .....................................................................405

PROGRAM VI: DEBT SERVICE ..........................................................................................427

PROGRAM VII: INSURANCE, RESERVES & MISCELLANEOUS ...............................433

292 - SELF-INSURED PPO HEALTH PLANS ISF .................................................................................. 450

Andrew Do - Chairman Doug Chaffee - Vice Chairman

Katrina Foley Donald Wagner Lisa Bartlett

BOARD OF SUPE RVI SORS

COUNTY EXECUTIVE OFFICER

GOVERNMENT & COMMUNITY RELATIONS

PROGRAM III PROGRAM IV

HEALTH CARE AGENCY

SHERIFF-CORONER AUDITOR-CONTROLLER COUNTY COUNSEL PUBLIC DEFENDER OC PUBLIC WORKS

TREASURER-TAX COLLECTOR OC ETHICS COMMISSION SOCIAL SERVICES AGENCY

ELECTED OFFICIAL DEP ARTMENTS

DIRECT REPORT TO THE BOARD

May 19, 2021

To: Chairman Andrew Do, Supervisor, First District

From: Frank Kim, County Executive Officer

Subject Fiscal Year 2021-22 Recommended Budget

Coronavirus Disease 2019 (COVID-19)

County Public Health Progress

Federal & State Government Funding

Service Delivery Impacts

● Affordable and Supportive Housing

● Data Sharing Platform for Care Coordination

● Integrated Services Strategy

● Master Plan for Aging

FY 2021-22 RECOMMENDED BUDGET AT A GLANCE

Total County Revenues by Source

FY 2021-22 Total = $7.7 Billion

Revenue From Use

County Revenue Source

Total County Appropriations by Use

Total County Appropriations by Use

Services & Supplies

Total County Appropriations by Program

FY 2021-22 Total = $7.7 Billion

Infrastructure & Environmental

County Program Appropriations