The 2020-21 Budget: Local Agency Employee Organizations, Impasse Procedures II

Mar 4, 2020 - The MMBA establishes collective bargaining between California ’s municipal, county, and local special district employers and their employees. Through the collective bargaining process, employer and employee representatives negotiate wages, hours, and other terms and conditions of employment.
https://lao.ca.gov/Publications/Report/4190

2007 Initiative Analysis: California Tangible Ballot Act of 2008 (Amendment #1-S)

If so, counties would need to replace or alter some of their current equipment. Such costs could total in the tens of millions of dollars on a one-time basis. In recent years, these types of costs have been shared by federal, state, and county governments.
https://lao.ca.gov/ballot/2007/070512.aspx

2006 Initiative Analysis: California Tangible Ballot Act of 2008

If so, counties would need to replace or alter some of their current equipment. Such costs could total in the tens of millions of dollars on a one-t ime basis. In recent years, these types of costs have been shared by federal, state, and county governments.
https://lao.ca.gov/ballot/2006/060879.htm

The 2014-15 Budget: California Spending Plan

First, the county welfare department may adjust the weekly authorized hours for any particular week for known recurring or periodic needs of the recipient. Second, the recipient may request that the county welfare department adjust the weekly authorized hours for unexpected extraordinary circumstances.
https://lao.ca.gov/reports/2014/budget/spending-plan/california-spending-plan-080414.aspx

^[PDF] California Spending Plan 1997-98

The budget action primarily benefits counties that operate county hospitals, which provide most of the DSH transfers. Absent the budget action, these counties would have had to increase their contributions by about $50 million to offset the loss of contributions from Fresno and several smaller counties that recently closed their county hospitals.
https://lao.ca.gov/1997/100897_spend_plan/spending_plan_97-98.pdf

California Counties: A Look at Program Performance, Part IV

California Counties: A Look at Program Performance, Part IV Legislative Analyst's Office, May 1998 California Counties A Look at Program Performance Part IV
https://lao.ca.gov/1998/0598_california_counties/0598_california_counties_part_4.html

California Counties: A Look at Program Performance, Part 2

California Counties: A Look at Program Performance, Part 2 Legislative Analyst's Office, May 1998 California Counties A Look at Program Performance Part II
https://lao.ca.gov/1998/0598_california_counties/0598_california_counties_part_2.html

California Counties: A Look at Program Performance, Part 1

California Counties: A Look at Program Performance, Part 1 Legislative Analyst's Office, May 1998 California Counties A Look at Program Performance Part I
https://lao.ca.gov/1998/0598_california_counties/0598_california_counties_part_1.html

The 2014-15 Budget: Administration’s Response to Prison Overcrowding Order

During the time these offenders are in the community earlier than they would have otherwise been, state parole agents (rather than county probation officers) will supervise them and any revocation terms will be served in state prison (rather than county jail).
https://lao.ca.gov/reports/2014/budget/three-judge-panel/three-judge-panel-022814.aspx

^[PDF] 1971 Budget Analysis: Judicial

For example, in 1955, when this sharing ratio was established as a means of standardiz- ing sahl:ries, a superior court judge in counties of over 250,000 popu- lation earned $18,000 per year (judges in smaller counties were paid less) of which the county paid $9,500 or 52.8 percent.
https://lao.ca.gov/analysis/1971/03_judicial_1971.pdf