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Recommended Budget Volume One.book - Chief Executive Office ...

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Mission Statement<br />

The Department of Community and Senior Services (CSS) and<br />

its community partners deliver quality services to youth,<br />

adults, and seniors that promote independence, dignity,<br />

choice, and social well-being.<br />

2011-12 <strong>Budget</strong> Message<br />

The 2011-12 <strong>Recommended</strong> <strong>Budget</strong> reflects a net County cost<br />

(NCC) increase of $0.32 million due primarily to the merger of<br />

the Department of Consumer Affairs under the structural<br />

umbrella of CSS. This merger resulted in overall efficiency<br />

savings of $0.51 million and the elimination of 4.0 budgeted<br />

positions from the merged department. The budget includes<br />

$0.13 million in funding for employee benefit increases; and<br />

$0.93 million increase in intrafund transfer from the<br />

Department of Public Social Services (DPSS) for health related<br />

services for eligible seniors and dependent adults. The recent<br />

implementation of a new Adult Protective Services (APS) case<br />

tracking system will allow social workers to better track<br />

claimable health related services to eligible clients. The budget<br />

also incorporates $0.22 million to implement a “door-to-door”<br />

transportation assistance program for seniors and a job access<br />

and reverse commute needs assessment study for a<br />

portal-to-portal transportation pilot program to enhance<br />

transportation access to welfare recipients and eligible<br />

low-income individuals; and $0.39 million in pass-through<br />

funding from the County general fund to continue the<br />

collaborative University of California Cooperative Extension<br />

program which provides training and programs in agriculture,<br />

gardening, nutrition, and the 4-H Youth Development program<br />

for County residents.<br />

The budget also reflects the elimination of $3.61 million in<br />

American Recovery and Reinvestment Act (ARRA) dollars and<br />

the deletion of 37.0 budgeted positions for the Workforce<br />

Investment Act (WIA) program; $2.18 million in intrafund<br />

transfer from DPSS for administrative activities for the<br />

Temporary Aid to Needy Families (TANF) ARRA Emergency<br />

Contingency Fund (ECF) Summer Youth Employment Program<br />

(SYEP); $0.85 million in one-time funding for security guard<br />

COMMUNITY AND SENIOR SERVICES<br />

<strong>Budget</strong> Summaries<br />

services at community and senior centers; $2.50 million in<br />

Utility Users Tax (UUT) Cy Pres funding for service center repairs<br />

and the Community Development Commission’s Whittier<br />

Resource Center project. The budget eliminates $0.20 million<br />

for the California Clean Energy Workforce Training Program and<br />

Alternative and Renewable Fuel and Vehicle Technology<br />

Workforce Development Program training collaboration with<br />

the Los Angeles Community College District; and $1.06 million<br />

to address the County’s projected structural deficit for fiscal<br />

year (FY) 2011-12 resulting in the reduction of 3.0 budgeted<br />

positions, various services and supplies expenditures, partially<br />

offset with additional federal funding associated with the<br />

integration of service centers with the APS program.<br />

During FY 2011-12, CSS will continue to achieve greater<br />

efficiencies through the use of technology and strategies that<br />

leverage federal and State revenue to support the growth of its<br />

programs. CSS will aggressively collect service data to<br />

maximize revenue opportunities. Every effort will be made to<br />

collaborate with funding partners on projects that enable the<br />

Department to leverage revenue and reduce NCC.<br />

Critical/Strategic Planning Initiatives<br />

■ Promote sound, prudent, and transparent fiscal policies and<br />

processes that help ensure maintenance of critical programs<br />

and services.<br />

■ Enhance economic and social outcomes through integrated<br />

services and best practices.<br />

■ Implement human capital best practices to enhance the<br />

recruitment, development, retention and well-being of<br />

qualified County employees.<br />

■ Develop and implement client-centered approaches through<br />

integrated services and best practices.<br />

■ Maximize the effectiveness of processes, structures and<br />

operations to support timely delivery of customer-oriented<br />

and efficient public services.<br />

FY 2011-12 <strong>Recommended</strong> <strong>Budget</strong> <strong>Volume</strong> <strong>One</strong> 15.2 County of Los Angeles

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