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HomeMy WebLinkAboutMINUTES - 01222019 - Board of SupervisorsCALENDAR FOR THE BOARD OF SUPERVISORS CONTRA COSTA COUNTY AND FOR SPECIAL DISTRICTS, AGENCIES, AND AUTHORITIES GOVERNED BY THE BOARD BOARD CHAMBERS ROOM 107, ADMINISTRATION BUILDING, 651 PINE STREET MARTINEZ, CALIFORNIA 94553-1229 FEDERAL D. GLOVER, CHAIR, 5TH DISTRICT KAREN MITCHOFF, VICE CHAIR, 4TH DISTRICT JOHN GIOIA, 1ST DISTRICT CANDACE ANDERSEN, 2ND DISTRICT DIANE BURGIS, 3RD DISTRICT DAVID J. TWA, CLERK OF THE BOARD AND COUNTY ADMINISTRATOR, (925) 335-1900 PERSONS WHO WISH TO ADDRESS THE BOARD DURING PUBLIC COMMENT OR WITH RESPECT TO AN ITEM THAT IS ON THE AGENDA, MAY BE LIMITED TO TWO (2) MINUTES. A LUNCH BREAK MAY BE CALLED AT THE DISCRETION OF THE BOARD CHAIR. The Board of Supervisors respects your time, and every attempt is made to accurately estimate when an item may be heard by the Board. All times specified for items on the Board of Supervisors agenda are approximate. Items may be heard later than indicated depending on the business of the day. Your patience is appreciated. ANNOTATED AGENDA & MINUTES January 22, 2019            9:00 A.M. Convene and announce adjournment to closed session in Room 101. Closed Session A. CONFERENCE WITH LABOR NEGOTIATORS (Gov. Code § 54957.6) 1. Agency Negotiators: David Twa and Richard Bolanos. Employee Organizations: Public Employees Union, Local 1; AFSCME Locals 512 and 2700; California Nurses Assn.; SEIU Locals 1021 and 2015; District Attorney Investigators’ Assn.; Deputy Sheriffs Assn.; United Prof. Firefighters I.A.F.F., Local 1230; Physicians’ & Dentists’ Org. of Contra Costa; Western Council of Engineers; United Chief Officers Assn.; Contra Costa County Defenders Assn.; Contra Costa County Deputy District Attorneys’ Assn.; Prof. & Tech. Engineers IFPTE, Local 21; and Teamsters Local 856. 2. Agency Negotiators: David Twa. Unrepresented Employees: All unrepresented employees. B. CONFERENCE WITH LEGAL COUNSEL--EXISTING LITIGATION (Gov. Code § 54956.9(d)(1)) Wylene Lena Hinkle, et al. v. Jennifer Kent, et al., United States District Court, Northern District of California, Case No. 18-cv-06430-JCS 1. Doug MacMaster v. County of Contra Costa, et al.; Contra Costa County Superior Court Case Nos. N18-1701 and N18-2214 2. City and County of San Francisco v. Whitaker, et al, United States District Court, Northern District of California, Case No. 17-cv-00485-WHO 3. C. CONFERENCE WITH LEGAL COUNSEL--ANTICIPATED LITIGATION Initiation of litigation pursuant to Gov. Code, § 54956.9(d)(4): one potential case. 9:30 A.M. Call to order and opening ceremonies. Inspirational Thought- "True peace is not merely the absence of tension; it is the presence of justice." ~ Rev. Dr. Martin Luther King, Jr. Present: John Gioia, District I Supervisor; Candace Andersen, District II Supervisor; Diane Burgis, District III Supervisor; Karen Mitchoff, District IV Supervisor; Federal D. Glover, District V Supervisor Staff Present:David Twa, County Administrator  1. Authorize the initiation of litigation, the particulars of which will be available on inquiry after the litigation has been formally commenced. 2. Enter into the City and County of San Francisco v. Whitaker as an amicus.   CONSIDER CONSENT ITEMS (Items listed as C.1 through C.75 on the following agenda) – Items are subject to removal from Consent Calendar by request of any Supervisor or on request for discussion by a member of the public. Items removed from the Consent Calendar will be considered with the Discussion Items.    AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover PRESENTATIONS (5 Minutes Each)   PRESENTATION recognizing January 2019 as Eligibility Workers Month in Contra Costa County. (Kathy Gallagher, Employment and Human Services Director)     AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover PRESENTATION recognizing January 2019 as Human Trafficking Awareness Month in Contra Costa County. (Supervisor Gioia)     AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover DISCUSSION ITEMS   D. 1 CONSIDER Consent Items previously removed.   D. 2 PUBLIC COMMENT (2 Minutes/Speaker)    Public speaker: Lamar Anderson (handout attached)   D. 3 CONSIDER adopting a proposed health plan change for retirees effective January 1, 2020, the Health Net PPO Plan B will be eliminated. (Ann Elliott, Human Resources Manager)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover D. 4 CONSIDER accepting Year-End reports on the County's 2018 legislative programs and adopting the Proposed 2019 State and Federal Legislative Platforms, as recommended by the Legislation Committee. (Lara DeLaney, County Administrator's Office)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover D. 5 HEARING on the itemized costs of abatement for property located at 248 Vernon Ave., Richmond, California. (Matthew Malbrough, c/o Joseph Malbrough) (Jason Crapo, Conservation and Development Department)       CLOSED the public hearing DETERMINED the cost of all abatement work and all administrative costs to be $10,818.32 ORDERED the itemized report confirmed and DIRECTED that it be filed with the Clerk of the Board of Supervisors. ORDERED the costs to be specially assessed against the above-reference property and AUTHORIZED the recordation of a Notice of Abatement Lien.     AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover D. 6 HEARING on the itemized costs of abatement for property located at 1610 Cypress Ave., Richmond, California. (Estate of S.C. Bush, c/o Public Administrator) (Jason Crapo, Conservation and Development Department)       CLOSED the pulic hearing DETERMINED the cost of all abatement work and all administrative costs to be $3,048.97. ORDERED the itemized report confirmed and DIRECT that it be filed with the Clerk of the Board of Supervisors. ORDERED the costs to be specially assessed against the above-reference property and AUTHORIZED the recordation of a Notice of Abatement Lien.    AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover D. 7 HEARING to consider adoption of Ordinance No. 2019-02 authorizing the levy of an increased special tax for police protection services in County Service Area P-5 (Round Hill area), fixing of election and taking related actions. (Supervisor Andersen)        CLOSED the hearing. ADOPTED Ordinance No. 2019-02, authorizing the levy of an increased special tax for extended police protection services in County Service Area (CSA) P-5, in the unincorporated area of Round Hill, and Resolution No. 2019/5, directing the ordinance to be presented to the CSA P-5 voters for approval in a May 7, 2019, mail-ballot election.    AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover D. 8 ADOPT Resolution No. 2019/30, approving the Northern Waterfront Strategic Action Plan, accepting the Northern Waterfront Conceptual Framework for Human Capital report, and authorizing the Conservation and Development Director, or designee, to negotiate an agreement with the Northern Waterfront partners for the Board's approval at a future date, in order to implement recommendations in the plans. (Amalia Cunningham, Conservation and Development Department)       Public speakers: Doug Sibley, Marti Roach, Jan Warren, Eric Rehn, Kristin Connelly, Vin Rover.    AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover D. 9 CONSIDER approving appropriation adjustment 5043 in the amount of $150,000, and AUTHORIZE the Auditor-Controller to reduce the General Fund Reserve by that amount and transfer those funds to the Department of Conservation and Development for the removal of inoperable RVs in areas of Contra Costa County, as recommended by Supervisors Gioia and Glover.       Status report requested in September, 2019.      AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover D. 10 CONSIDER reports of Board members.   11:00 A.M.   Contra Costa County 41st Annual Dr. Martin Luther King, Jr. Commemoration and Humanitarian of the Year Awards Ceremony   Closed Session   ADJOURN    Meeting adjourned 11:10 a.m.   CONSENT ITEMS   Road and Transportation   C. 1 ADOPT Traffic Resolution No. 2019/4481 to establish preferential parking (permit parking) between 7 AM and 4 PM, Monday through Friday (excluding holidays and permit excepted) on Circle Drive (Road No. 3845CA), beginning at the intersection of Newell Avenue (Road No. 3844A) and extending southeasterly to its terminus, as recommended by the Public Works Director, Walnut Creek area. (No fiscal impact)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 2 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute an agreement to reimburse MNCVAD-IND Richmond CA LLC for roadway improvements within the North Richmond Area of Benefit, in accordance with the County’s Traffic Fee Credit and Reimbursement Policy, North Richmond area. (100% North Richmond Area of Benefit Fees)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Engineering Services   C. 3 ADOPT Resolution No. 2019/20 accepting completion of landscape improvements for subdivision SD13-09315, for a project being developed by Shapell Industries, Inc., a Delaware Corporation, as recommended by the Public Works Director, Danville area. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 4 ADOPT Resolution No. 2019/10 approving and authorizing the Public Works Director, or designee, to execute the Deferred Improvement Agreement for minor subdivision MS16-00002, for a project being developed by Cynthia Erb and Gordon C. Erb, Alamo area. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 5 ADOPT Resolution No. 2019/9 approving the Stormwater Management Facilities Operation and Maintenance Agreement for minor subdivision MS16-00002, for a project being developed by Cynthia Erb and Gordon C. Erb, as recommended by the Public Works Director, Alamo area. (No fiscal impact)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 6 ADOPT Resolution No. 2019/11 approving the Parcel Map and Subdivision Agreement for minor subdivision MS16-00002, for a project being developed by David Erb and Cynthia Erb, as recommended by the Public Works Director, Alamo area. (No fiscal impact)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 7 ADOPT Resolution No. 2019/16 accepting completion of warranty period for the development plan, and release of cash deposit for faithful performance, development plan DP 07-03029, for a project developed by 44 Mountain View Management, LLC, as recommended by the Public Works Director, Martinez area. (100% Developer Fees)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Special Districts & County Airports   C. 8 APPROVE and AUTHORIZE the Public Works Director, or designee, to allocate up to $60,400 from County Service Area R-7 funds for the “2019 Alamo Summer Concert Series” and “2019 Alamo Movie Under the Stars” events at Livorna Park, Alamo area. (100% County Service Area R-7 Funds)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 9 APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a month-to-month hangar rental agreement with Duane Allen and Juan Saucedo for a T-hangar at Buchanan Field Airport effective January 1, 2019 in the monthly amount of $350. (100% Airport Enterprise Fund)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Claims, Collections & Litigation   C. 10 DENY claims filed by Allstate Insurance Co., Jan Askin, Kelly Ecker, Enterprise Rent-A-Car, Farmers Insurance, a subrogee of Sharon Hill, Michael Jones, Peter King, Leonard Nganga, and Robert Pflueger.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 11 RECEIVE public report of litigation settlement agreements that became final during the period of December 1, 2018, through December 31, 2018.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor  AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Honors & Proclamations   C. 12 ADOPT Resolution No. 2019/19 recognizing January 2019 as Eligibility Workers Month in Contra Costa County, as recommended by the Employment and Human Services Director.        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 13 ADOPT Resolution No. 2019/25 recognizing Terry Ring as the 2019 Lafayette Business Person of the Year, as recommended by Supervisor Andersen.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 14 ADOPT Resolution No. 2019/26 proclaiming January 2019 as Human Trafficking Awareness Month in Contra Costa County, as recommended by Supervisor Gioia.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Hearing Dates   C. 15 RECEIVE the 2018-2019 property tax administrative cost recovery report of the Auditor-Controller, FIX February 26, 2019 at 9:30 a.m. for a public hearing on the determination of property tax administrative costs, and DIRECT the Clerk of the Board to notify affected local jurisdictions of the public hearing and to prepare and publish the required legal notice and make supporting documentation available for public inspection, as recommended by the County Administrator.        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Appointments & Resignations   C. 16 APPOINT Stephanie Williams-Rogers (Brentwood) to the At Large 9 seat on the Commission for Women, as recommended by the County Administrator.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Appropriation Adjustments   C. 17 Service Area P-2 Zone A (7653): APPROVE Appropriations and Revenue Adjustment No. 5044 authorizing new revenue in the amount of $9,200 from County Services Area P-2 Zone A fund and a donation from the Blackhawk Homeowners Association and appropriating it in the County Services Area P-2 Zone A (7653) for the purchase of radar equipment. ( 52% Services Area P-2 Zone A fund and 48% donation revenue)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor  AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Personnel Actions   C. 18 ADOPT Position Adjustment Resolution No. 22390 to establish the classification of Victim/Witness Assistance Program Supervisor/Mass Victimization Advocate (represented) position, allocate it on the Salary Schedule, and add one position; reallocate the salary of the Victim/Witness Assistance Program Manager position on the Salary Schedule in the District Attorney's Office. (100% State)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 19 ADOPT Position Adjustment Resolution No. 22393 to add one Account Clerk Supervisor (represented) position and cancel one vacant Account Clerk - Advanced Level (represented) position in the Public Works Department. (100% Road, Flood Control and Special Revenue Funds)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 20 ADOPT Position Adjustment Resolution No. 22413 to reallocate classification of Forensic Manager (represented) in the Sheriff-Coroner department. (50% County General Fund and 50% service fees)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 21 ADOPT Position Adjustment Resolution No. 22407 to add one full-time Clerk Experienced Level (represented) in the Office of the County Counsel. (100% Fees for Service)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 22 ADOPT Position Adjustment Resolution No. 22420 to reclassify one Mental Health Clinical Specialist position (represented) and its incumbent to Clinical Psychologist in the Health Services Department. (100% Federally Qualified Health Care revenue)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 23 ADOPT Position Adjustment Resolution No. 22402 to cancel one Senior Business Systems Analyst (represented) position and add one Information Systems Analyst IV position (represented) in the Law and Justice Systems Division of the County Administrator's Office. (No fiscal impact)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 24 ADOPT Position Adjustment Resolution No. 22337 to reassign twelve positions and incumbents (represented) from Administrative Services Bureau (Department 0501) to Aging and Adult Services Bureau (Department 0503), and cancel one vacant Senior Social Services Information Systems Analyst position (represented) in the Whole Person Care Program, in the Employment and Human Services Department. (100% State)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 25 ADOPT Position Adjustment Resolution No. 22416 to increase the hours of two Deputy Public Defender III (represented) positions from part-time (32/40) to part-time (36/40) and cancel one vacant part-time (8/40) Deputy Public Defender III (represented) position in the Public Defender's Office. (Cost neutral)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Leases   C. 26 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute leases with Contra Costa ARC for two County-owned properties, one located at 2801 Robert H. Miller Drive, Richmond and one located at 3020 Grant Street, Concord, in exchange for services to individuals with developmental disabilities. (No fiscal impact)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Grants & Contracts   APPROVE and AUTHORIZE execution of agreements between the County and the following agencies for receipt of fund and/or services:   C. 27 APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract amendment with the California Department of Food and Agriculture (CDFA) to increase the amount payable to County by $68,040 to a new total not to exceed $804,140, to provide additional exotic pest detection trapping services and add winter Asian Citrus Psyllid trapping, with no change to the contract term ending April 30, 2019.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 28 APPROVE and AUTHORIZE the Health Services Director, or designee, to accept a grant award from the University of California San Francisco Fresno Medical Education Program, to pay the County an amount not to exceed $75,000 for the Area Health Education Center Scholars Program which provides online training, experiential activities and mentorship to health professional students in Contra Costa County for the period January 1, 2019 through August 31, 2019. (No County match)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 29 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with the California Department of Health Care Services effective January 22, 2019, to increase the payment limit by $6,410,209 to a new to a new payment limit of $45,057,837 for additional substance use disorder treatment services under the Drug Medi-Cal Organized Delivery System with no change in the term June 30, 2017 through June 30, 2019. (No County match required)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 30 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract containing modified indemnification language with the California Department of Health Care Services, effective July 1, 2019, to allow the County to participate in and be reimbursed for Targeted Case Management services provided to County recipients. (No County match)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 31 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract containing modified indemnification language with the California Department of Public Health to pay the County an amount not to exceed $508,532 for the Perinatal Health Equity Initiative to improve birth outcomes for Contra Costa County residents for the period December 1, 2018 through September 30, 2019. (No County match required)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 32 APPROVE and AUTHORIZE the Health Services Director, or designee, to accept a grant award from the Department of Health Care Services, Children Medical Services, to pay the County an amount not to exceed $1,630,582 for psychotropic medication management and monitoring oversight activities for children in foster care for the Child Health and Disability Prevention and other health care programs for the period July 1, 2018 through June 30, 2019. ($287,503 County General Fund match)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover APPROVE and AUTHORIZE execution of agreement between the County and the following parties as noted for the purchase of equipment and/or services:    AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 33 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a rental deposit contract with Pittsburg, California Lodge #1474 of the Benevolent and Protective Order of the Elks of the United States of American dba Marina Event Center, to use the venue for the Heritage Project, Breaking Barriers cross training event in an amount not to exceed $3,000, including modified indemnification requiring the County's assumption for damages or injury related to the facility use. (75% Federal, 17.5% State, 7.5% County)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 34 APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a contract amendment with First Carbon Solutions to extend the term from February 9 through August 9, 2019 with no change to the payment limit, to complete the Final Environmental Impact Report for the Tassajara Parks Project in the Tassajara Valley/San Ramon area. (100% applicant fees)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 35 APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a contract with Fehr & Peers in an amount not to exceed $299,735 to assist with development and feasibility study of multi-use trail concepts for the Marsh Creek Corridor, for the period January 22, 2019 through July 31, 2020. (84% Livable Communities Trust Fund -District III portion ($250,000), 8% East Contra Costa County Habitat Conservancy Restoration Planning Funds ($25,000), and 8% Road Fund – Advance Planning (gas tax) fund the project ($24,735)).       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor  AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 36 APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract amendment effective February 1, 2019 with CherryRoad Technologies, Inc., to extend the term through July 20, 2020 and increase the payment limit by $2,771,300 to a new payment limit of $6,810,120 for five years of of application hosting and support services of the County's human resources and payroll systems. (100% User fees)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 37 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Public Works Director, a purchase order with NWN Corporation in the amount of $104,091 for data and server storage over a 5 year warranty period, Martinez area. (100% Various Public Works Funds)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 38 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Press Ganey Associates, Inc., in an amount not to exceed $215,000 to provide consulting and technical assistance on patient satisfaction through measurement and improvement surveys at Contra Costa Regional Medical Center and Health Centers for the period January 1, 2019 through March 31, 2021. (100% Hospital Enterprise Fund I)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 39 APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Public Works Director, to execute a purchase order with Southern Counties Fuels in an amount not to exceed $1,300,000 for fuel for the period February 1, 2019 through January 31, 2020, Countywide. (100% Fleet Internal Service Funds)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 40 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Silicon Valley Fire, Inc., in an amount not to exceed $600,000 for fire suppression certification and repair services for the period February 1, 2019 through January 31, 2022, Countywide. (100% General Fund)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 41 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Atco Tow, Inc., in an amount not to exceed $250,000 for vehicle towing services for the period February 1, 2019 through January 31, 2022, Countywide. (100% Fleet Internal Services Funds)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 42 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Bay Area Retina Associates, in an amount not to exceed $3,000,000 to provide ophthalmology services for Contra Costa Health Plan members for the period February 1, 2019 through January 31, 2021. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor  AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 43 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with David Gilbert, M.D., in an amount not to exceed $300,000 to provide ophthalmology services for Contra Costa Health Plan members for the period February 1, 2019 through January 31, 2021. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 44 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Ombudsman Services of Contra Costa, Inc., to increase the payment limit by $72,930 to a new payment limit of $317,300 for additional ombudsman services to seniors in long-term care with no change to term July 1, 2018 through June 30, 2019. (30% Federal, 70% State)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 45 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Lincoln, a non-profit corporation, in an amount not to exceed $150,000 to provide coordinated child and family services and school-based case management for the period January 1, 2019 through June 30, 2020. (100% Federal)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 46 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Uplift Family Services, a non-profit corporation, in an amount not to exceed $149,501 to provide supervised family visitation services for the period January 1, 2019 through June 30, 2020. (100% Federal)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 47 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Counseling Options & Parent Education Support Center, Inc. (C.O.P.E.), a non-profit corporation, in an amount not to exceed $125,000 to provide parenting classes in East, West, and Central Contra Costa County, for the period January 1, 2019 through June 30, 2020. (100% Federal)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 48 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Early Childhood Mental Health Program, a non-profit corporation, in an amount not to exceed $150,000 to provide a community mental health coordinator and family enrichment and developing services for the period January 1, 2019 through June 30, 2020. (100% Federal)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 49 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to    C. 49 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Richmond Community Foundation, a California non-profit, to increase the payment limit by $16,000 to a new payment limit of $209,620, effective February 1, 2019, to provide additional SparkPoint Career Center and Volunteer Tax Services to low-income Bay Point residents, with no change to the term July 1, 2018 through June 30, 2019. (1% County, 7% State, 61% Federal, and 31% Other Revenues)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 50 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract containing modified indemnification language with Managed Markets Insight and Technology, LLC, in an amount not to exceed $27,000 to provide administration services for the Contra Costa Health Plan drug formulary for the period January 1, 2019 through December 31, 2021. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 51 APPROVE and AUTHORIZE the Public Defender, or designee, to execute a contract with West Publishing Corporation in an amount not to exceed $245,196 to provide online legal resource services and printed materials, for the period of December 1, 2018 through January 31, 2024. (100% General Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 52 APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay $647,110 to John Muir Behavioral Health Center for the provision of psychiatric treatment services including diagnostic and therapeutic services and mental health treatment for the period August 3, 2017 through June 30, 2018. (100% Mental Health Realignment)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 53 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a purchase order amendment with GE Medical Systems Information Technologies, Inc., to increase the payment limit by $700,000 to a new payment limit of $3,633,846 for maintenance of imaging systems at the Contra Costa Regional Medical Center and Health Centers with no change in the term December 1, 2014 through November 30, 2019. (100% Hospital Enterprise Fund I)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 54 APPROVE clarification of Board action of December 18, 2018, (C.65) which authorized the Health Services Director to execute a contract with SHC Services, Inc. (dba Supplemental Health Care), to reflect a termination date of March 31, 2019 instead of June 30, 2019 with no change to the payment limit, for temporary medical staffing services. (100% Hospital Enterprise Fund I)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 55 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Vasanta Venkat Giri, M.D., in an amount not to exceed $240,000 to provide telepsychiatry services to children and adolescents seen in children’s clinics for the period January 1, 2019 through December 31, 2019. (50% Federal Medi-Cal, 50% Mental Health Realignment)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 56 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Telecare Corporation, effective February 1, 2019, to increase the payment limit by $93,805 to a new payment limit of $2,021,714 for the provision of additional gero-psychiatric services with no change in term of July 1, 2018 through June 30, 2019. (78% Mental Health Realignment; 18% Hospital Enterprise Fund I; 4% County General Fund)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 57 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract containing mutual indemnification language with John Muir Health, Inc., (dba Community Health Improvement) in an amount not to exceed $3,000 for County’s use of a mobile van to provide healthcare services to low income families and individuals in Central, East and West Contra Costa County for the period from January 1, 2019 through December 31, 2019. (100% Federal Healthcare for the Homeless grant)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 58 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Caban Resources, LLC., in an amount not to exceed $144,000 to provide tumor and cancer registry and oncology interim management services for Contra Costa Regional Medical Center and Health Centers for the period January 1, 2019 through December 31, 2019. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 59 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract containing mutual indemnification language with Kan-Di-Ki, LLC (dba Diagnostic Laboratories) in an amount not to exceed $50,000 to provide on-site diagnostic imaging services at the Martinez Adult Detention Facility and the West County Detention Facility for the period February 1, 2018 through January 31, 2019. (100% Hospital Enterprise Fund I)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 60 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Shelter, Inc. in an amount not to exceed $296,108 to provide support services to County residents in the Supportive Housing Program that are homeless and have a diagnosis of mental illness or dual-diagnosis of mental illness and substance abuse for the period December 1, 2018 through November 30, 2019. (96% Federal McKinney-Vento Homeless funds; 4% Mental Health Services Act)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 61 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with the Food Bank of Contra Costa and Solano, effective September 1, 2018, to increase the total payment limit by $10,000 to a new payment limit of $141,060, to provide additional coordination of food and nutrition services to County residents diagnosed with HIV for the period March 1, 2018 through February 28, 2019. (100% Ryan White HIV/AIDS Treatment Extension Act)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor  AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 62 Acting as the Governing Body of the Contra Costa County Housing Authority, AWARD construction contract in the amount of $249,800 to Greentech Industry, Inc., for repair of four public housing dwelling units in the Bay Point area, as recommended by the Housing Authority Executive Director. (100% U.S. Department of Housing and Urban Development)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Other Actions   C. 63 APPROVE recommendations on short-term and long-term strategies for Emergency Medical Services System of Care (Community Service Area EM-1), as recommended by the Finance Committee. (EM-1 and County General Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 64 ADOPT Resolution No. 2019/17 accepting as complete, the contracted work performed by Southland Construction Management, Inc., for the remodeling of the 1st, 3rd, and 4th Floors at the District Attorney's Office at 900 Ward Street, Martinez, as recommended by the Public Works Director. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 65 ACCEPT the December 2018 Operations Update of the Employment and Human Services Department, Community Services Bureau, as recommended by the Employment and Human Services Director.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 66 ACCEPT the Fiscal Year 2017/18 Park Impact and Park Dedication Fee Annual Report, as recommended by the Conservation and Development Director.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 67 AUTHORIZE the Auditor-Controller to transfer $360,000 from Park Dedication/Park Impact Fund Accounts to Contra Costa County Public Works Department to help finance improvements at the El Sobrante Reading Garden Park and Community Building located at 4191 Appian Way in El Sobrante; and APPROVE Appropriations and Revenue Adjustment No. 5046 authorizing new revenue in the amount of $360,000 from Park Dedication/Park Impact Funds and appropriating it to the Public Works Department to finance the project. (100% Park Dedication and Park Impact Fees)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 68 APPROVE the Martinez Detention Facility Accessibility and Fire, Life, Safety Upgrades Project and take related actions under the California Environmental Quality Act, Martinez area. (100% Facility Lifecycle Improvement Plan Funds)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor  AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 69 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract containing mutual indemnification with Contra Costa Family Justice Alliance (dba Family Justice Center) to allow the Behavioral Health Services Division to provide senior peer counseling services at the Family Justice Center for the period January 1, 2019 through December 31, 2019. (Nonfinancial agreement)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 70 APPROVE and AUTHORIZE the Clerk-Recorder or designee to execute a one-day use permit, including modified indemnification, with the National Park Service for the use of the John Muir Home, 4202 Alhambra Avenue, Martinez, on February 14, 2019 to conduct civil wedding ceremonies. (No fiscal impact)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 71 ADOPT Resolution No. 2019/28 authorizing participation in the California No Place Like Home Program/Competitive Allocation as a joint applicant with Satellite Affordable Housing Associates for a loan in an amount not to exceed $20 million to finance a portion of an affordable permanent supportive housing project located at 901 Los Medanos Street in the City of Pittsburg for persons with a serious mental illness who are homeless, chronically homeless or at-risk of chronic homelessness, as recommended by the Conservation and Development Director. (100% State Funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 72 APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute a purchase order on behalf of the Sheriff-Coroner with MaxSecure Systems Inc. in the amount of $301,000 to purchase ligature proof bunk beds for the Martinez Detention Facility. (100% Prisoner Welfare Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 73 APPROVE the list of providers recommended by Contra Costa Health Plan's Peer Review and Credentialing Committee and by the Health Services Director, as required by the State Departments of Health Care Services and Managed Health Care, and the Centers for Medicare and Medicaid Services.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 74 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with California State University, East Bay to provide supervised field instruction for nursing students at Contra Costa Regional Medical Center and Health Centers for the period January 1, 2019 through December 31, 2024. (Non-financial agreement)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 75 ADOPT Resolution No. 2019/27, approving a side letter between Contra Costa County and the Deputy Sheriffs Association, Rank and File Unit, to provide for and establish FLSA work periods for the classifications of Supervising Sheriff Dispatcher, Sheriff Dispatcher II, and Sheriff Dispatcher I, as recommended by County Administrator.        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover   GENERAL INFORMATION The Board meets in all its capacities pursuant to Ordinance Code Section 24-2.402, including as the Housing Authority and the Successor Agency to the Redevelopment Agency. Persons who wish to address the Board should complete the form provided for that purpose and furnish a copy of any written statement to the Clerk. Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the Clerk of the Board to a majority of the members of the Board of Supervisors less than 72 hours prior to that meeting are available for public inspection at 651 Pine Street, First Floor, Room 106, Martinez, CA 94553, during normal business hours. All matters listed under CONSENT ITEMS are considered by the Board to be routine and will be enacted by one motion. There will be no separate discussion of these items unless requested by a member of the Board or a member of the public prior to the time the Board votes on the motion to adopt. Persons who wish to speak on matters set for PUBLIC HEARINGS will be heard when the Chair calls for comments from those persons who are in support thereof or in opposition thereto. After persons have spoken, the hearing is closed and the matter is subject to discussion and action by the Board. Comments on matters listed on the agenda or otherwise within the purview of the Board of Supervisors can be submitted to the office of the Clerk of the Board via mail: Board of Supervisors, 651 Pine Street Room 106, Martinez, CA 94553; by fax: 925-335-1913. The County will provide reasonable accommodations for persons with disabilities planning to attend Board meetings who contact the Clerk of the Board at least 24 hours before the meeting, at (925) 335-1900; TDD (925) 335-1915. An assistive listening device is available from the Clerk, Room 106. Copies of recordings of all or portions of a Board meeting may be purchased from the Clerk of the Board. Please telephone the Office of the Clerk of the Board, (925) 335-1900, to make the necessary arrangements. Forms are available to anyone desiring to submit an inspirational thought nomination for inclusion on the Board Agenda. Forms may be obtained at the Office of the County Administrator or Office of the Clerk of the Board, 651 Pine Street, Martinez, California. Applications for personal subscriptions to the weekly Board Agenda may be obtained by calling the Office of the Clerk of the Board, (925) 335-1900. The weekly agenda may also be viewed on the County’s Internet Web Page: www.co.contra-costa.ca.us STANDING COMMITTEES The Airport Committee (Supervisors Diane Burgis and Karen Mitchoff) meets on the second Wednesday of the month at 11:00 a.m. at Director of Airports Office, 550 Sally Ride Drive, Concord. The Family and Human Services Committee (Supervisors Candace Andersen and John Gioia) meets on the fourth Monday of the month at 10:30 a.m. in Room 101, County Administration Building, 651 Pine Street, Martinez. The Finance Committee (Supervisors Karen Mitchoff and John Gioia) meets on the fourth Monday of the month at 9:00 a.m. in Room 101, County Administration Building, 651 Pine Street, Martinez. The Hiring Outreach Oversight Committee (Supervisors Candace Andersen and Federal D. Glover) meets on the first Monday of every other month at 1:00 p.m. in Room 101, County Administration Building, 651 Pine Street, Martinez. The Internal Operations Committee (Supervisors Diane Burgis and Candace Andersen) meets on the second Monday of the month at 1:00 p.m. in Room 101, County Administration Building, 651 Pine Street, Martinez. The Legislation Committee (Supervisors Karen Mitchoff and Diane Burgis) meets on the second Monday of the month at 10:30 a.m. in Room 101, County Administration Building, 651 Pine Street, Martinez. The Public Protection Committee (Supervisors John Gioia and Federal D. Glover) meets on the first Monday of the month at 10:30 a.m. in Room 101, County Administration Building, 651 Pine Street, Martinez. The Transportation, Water & Infrastructure Committee (Supervisors Karen Mitchoff and Candace Andersen) meets on the second Monday of the month at 9:00 a.m. in Room 101, County Administration Building, 651 Pine Street, Martinez. Airports Committee February 13, 2019 11:00 a.m.See above Family & Human Services Committee TBD TBD See above Finance Committee TBD TBD See above Hiring Outreach Oversight Committee TBD TBD See above Internal Operations Committee Special Meeting January 28, 2019 1:00 p.m.Room 101 Legislation Committee TBD TBD See above Public Protection Committee TBD TBD See above Sustainability Committee TBD TBD See above Transportation, Water & Infrastructure Committee TBD TBD See above PERSONS WHO WISH TO ADDRESS THE BOARD DURING PUBLIC COMMENT OR WITH RESPECT TO AN ITEM THAT IS ON THE AGENDA, MAY BE LIMITED TO TWO (2) MINUTES A LUNCH BREAK MAY BE CALLED AT THE DISCRETION OF THE BOARD CHAIR AGENDA DEADLINE: Thursday, 12 noon, 12 days before the Tuesday Board meetings. Glossary of Acronyms, Abbreviations, and other Terms (in alphabetical order): Contra Costa County has a policy of making limited use of acronyms, abbreviations, and industry-specific language in its Board of Supervisors meetings and written materials. Following is a list of commonly used language that may appear in oral presentations and written materials associated with Board meetings: AB Assembly Bill ABAG Association of Bay Area Governments ACA Assembly Constitutional Amendment ADA Americans with Disabilities Act of 1990 AFSCME American Federation of State County and Municipal Employees AICP American Institute of Certified Planners AIDS Acquired Immunodeficiency Syndrome ALUC Airport Land Use Commission AOD Alcohol and Other Drugs ARRA American Recovery & Reinvestment Act of 2009 BAAQMD Bay Area Air Quality Management District BART Bay Area Rapid Transit District BayRICS Bay Area Regional Interoperable Communications System BCDC Bay Conservation & Development Commission BGO Better Government Ordinance BOS Board of Supervisors CALTRANS California Department of Transportation CalWIN California Works Information Network CalWORKS California Work Opportunity and Responsibility to Kids CAER Community Awareness Emergency Response CAO County Administrative Officer or Office CCCPFD (ConFire) Contra Costa County Fire Protection District CCHP Contra Costa Health Plan CCTA Contra Costa Transportation Authority CCRMC Contra Costa Regional Medical Center CCWD Contra Costa Water District CDBG Community Development Block Grant CFDA Catalog of Federal Domestic Assistance CEQA California Environmental Quality Act CIO Chief Information Officer COLA Cost of living adjustment ConFire (CCCFPD) Contra Costa County Fire Protection District CPA Certified Public Accountant CPI Consumer Price Index CSA County Service Area CSAC California State Association of Counties CTC California Transportation Commission dba doing business as DSRIP Delivery System Reform Incentive Program EBMUD East Bay Municipal Utility District ECCFPD East Contra Costa Fire Protection District EIR Environmental Impact Report EIS Environmental Impact Statement EMCC Emergency Medical Care Committee EMS Emergency Medical Services EPSDT Early State Periodic Screening, Diagnosis and Treatment Program (Mental Health) et al. et alii (and others) FAA Federal Aviation Administration FEMA Federal Emergency Management Agency F&HS Family and Human Services Committee First 5 First Five Children and Families Commission (Proposition 10) FTE Full Time Equivalent FY Fiscal Year GHAD Geologic Hazard Abatement District GIS Geographic Information System HCD (State Dept of) Housing & Community Development HHS (State Dept of ) Health and Human Services HIPAA Health Insurance Portability and Accountability Act HIV Human Immunodeficiency Syndrome HOV High Occupancy Vehicle HR Human Resources HUD United States Department of Housing and Urban Development IHSS In-Home Supportive Services Inc. Incorporated IOC Internal Operations Committee ISO Industrial Safety Ordinance JPA Joint (exercise of) Powers Authority or Agreement Lamorinda Lafayette-Moraga-Orinda Area LAFCo Local Agency Formation Commission LLC Limited Liability Company LLP Limited Liability Partnership Local 1 Public Employees Union Local 1 LVN Licensed Vocational Nurse MAC Municipal Advisory Council MBE Minority Business Enterprise M.D. Medical Doctor M.F.T. Marriage and Family Therapist MIS Management Information System MOE Maintenance of Effort MOU Memorandum of Understanding MTC Metropolitan Transportation Commission NACo National Association of Counties NEPA National Environmental Policy Act OB-GYN Obstetrics and Gynecology O.D. Doctor of Optometry OES-EOC Office of Emergency Services-Emergency Operations Center OPEB Other Post Employment Benefits OSHA Occupational Safety and Health Administration PARS Public Agencies Retirement Services PEPRA Public Employees Pension Reform Act Psy.D. Doctor of Psychology RDA Redevelopment Agency RFI Request For Information RFP Request For Proposal RFQ Request For Qualifications RN Registered Nurse SB Senate Bill SBE Small Business Enterprise SEIU Service Employees International Union SUASI Super Urban Area Security Initiative SWAT Southwest Area Transportation Committee TRANSPAC Transportation Partnership & Cooperation (Central) TRANSPLAN Transportation Planning Committee (East County) TRE or TTE Trustee TWIC Transportation, Water and Infrastructure Committee UASI Urban Area Security Initiative VA Department of Veterans Affairs vs. versus (against) WAN Wide Area Network WBE Women Business Enterprise WCCTAC West Contra Costa Transportation Advisory Committee RECOMMENDATION(S): ACKNOWLEDGE that with the adoption of the California Nurses Association Memorandum of Understanding, there are no longer any active employees offered the Health Net PPO Plan B; ADOPT proposed health plan changes for retirees: Effective January 1, 2020, the Health Net PPO Plan B will no longer be available; ACKNOWLEDGE that retirees are eligible to enroll in plans offered to active employees; and ACKNOWLEDGE that the change has no actuarial impact on future annual costs. FISCAL IMPACT: No Change to either County’s retiree health subsidies or its costs for the remaining health plans. BACKGROUND: With the adoption of the California Nurses Association Memorandum of Understanding, there are no longer any active employees offered the Heath Net PPO Plan B. In accordance with the terms of the Retiree Support Group settlement and health plan changes adopted by the Board of Supervisors on November 1, 2016, which provide retirees with access to health plans available to active employees, Health Net PPO Plan B will no longer be available to retirees. This change takes effect January 1, 2020. Enrolled retirees may select a different plan for 2020. The proposed changes will decrease the number of plans offered from those currently offered. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Ann Elliott, (925) 335-1747 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Mary Ann Mason, Assistant County Counsel, Ann Elliott, Benefits Manager D. 3 To:Board of Supervisors From:Dianne Dinsmore, Human Resources Director Date:January 22, 2019 Contra Costa County Subject:Proposed Health Plan Changes for Retirees CONSEQUENCE OF NEGATIVE ACTION: County will continue administrative burden of providing plan with less than 1% enrollment. RECOMMENDATION(S): 1. ACCEPT the Year-End Reports on the County's 2018 federal and state legislative advocacy efforts. 2. ADOPT the Proposed 2019 Federal and State Legislative Platforms. 3. DIRECT the County Administrator's Office to return to the Board of Supervisors, as necessary, to update the County's adopted 2019 Legislative Platforms to reflect intervening legislative actions. 4. DIRECT the County Administrator's Office and department staff to review proposed legislation that relates to the County's adopted legislative platforms and to recommend appropriate positions on specific bills for consideration by the Legislation Committee and/or the Board of Supervisors. 5. AUTHORIZE Board Members, the County's federal and state legislative representatives, and the County Administrator, or designee, to prepare and present information, position papers and testimony in support of the adopted 2019 Federal and State Legislative Platforms. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: L. DeLaney, 925-335-1097 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: D. 4 To:Board of Supervisors From:LEGISLATION COMMITTEE Date:January 22, 2019 Contra Costa County Subject:Proposed 2019 State and Federal Legislative Platforms and 2018 Year-End Advocacy Reports FISCAL IMPACT: No direct impact to the County from the acceptance of the Year-End reports and the adoption of the Legislative Platforms. BACKGROUND: In January of each year, Year-End reports are submitted to the Board of Supervisors on the County’s federal and state legislative advocacy programs and activities for the prior calendar year. At the same time, the Board of Supervisors also considers and acts on the proposed Federal and State Legislative Platforms for the coming year. The Federal 2018 Year-End report was prepared by the County's federal advocate, Mr. Paul Schlesinger of Alcalde & Fay. The State 2018 Year-End report was prepared by the County's state advocates, Mr. Benjamin Palmer and Ms. Cathy Christian of Nielsen Merksamer Parrinello Gross & Leoni LLP. The Federal 2018 Year-End report is included as Attachment A. The State 2018 Year-End report is Attachment B. PROPOSED 2019 FEDERAL LEGISLATIVE PLATFORM Each fall, the County Administrator’s Office initiates the development of the coming year’s Federal Legislative Platform by inviting members of the Board of Supervisors, Department Heads, key staff, and the Board's advisory bodies, to provide recommended changes or additions to the adopted Platform. The CAO staff also consults with the County's federal advocate, Mr. Paul Schlesinger, on the development of the Platform. In August 2018, stakeholders were invited to provide recommended changes to the Federal Platform in writing. The Legislation Committee (Chair Mitchoff, Vice Chair Burgis) reviewed the Draft 2018 Federal Platform at their December 10, 2018 meeting and voted to recommend its adoption by the Board of Supervisors. The Transportation, Water, Infrastructure Committee (TWIC) also reviewed and approved the the transportation-related components of the Platform. Subsequent to the Legislation Committee meeting, staff received input on outdated language in the Platform; proposed changes are detailed below and are recommended by staff for adoption. The Proposed 2019 Federal Platform in a clean-copy version is Attachment C. The "redline" version (showing changes from the 2018 Platform) is Attachment D. Note that the practice of highlighting in yellow significant changes from previously adopted versions has been maintained in the Proposed Platform. The amendments to the 2018 adopted Federal Legislative Platform that are proposed for the 2019 Platform include the following : (Page numbers refer to Attachment C, the clean-copy version, unless otherwise noted.) 1. The addition of a ninth transportation project: (p.5) 9. West Contra Costa High Capacity Transit Project: $10 million for environmental review and engineering activities for the options identified in the West Contra Costa Transportation Advisory Committee's West County High Capacity Transit Study. Tasks may include, but not necessarily be limited to, environmental review, and partial completion of engineering, evaluation and refinement of alignment and stations, development of capital and operating costs, land use/environmental justice alignment and stations, development of capital and operating costs, land use/environmental justice analysis, completion of environmental review including appropriate mitigations, development of preliminary engineering, and public outreach. (Potential Programs: FTA – New Starts, FHWA/FTA Congestion Mitigation and Air Quality, BUILD Grant) 2. Minor text changes to the support for Regional Habitat Planning and Conservation. (p. 8, not highlighted) 3. Additional support positions related to Aging and Adult Services (p. 9): d. SUPPORT funding for training and subsidized placement of seniors in jobs. e. SUPPORT funding for Adult Protective Services (APS) social workers (equivalent of Title IV-E program for Child Welfare social workers). f. SUPPORT additional Medicaid funding for In Home Supportive Services (IHSS). 4. The addition of a support position previously adopted by the Board of Supervisors in October 2018 related to a Carbon Fee (p. 10). Carbon Fee – Contra Costa County is committed to addressing the challenges of climate change by reducing local greenhouse gas emissions while improving community health. The County supports the concept of establishing a national price on carbon-based fuels to address the costs to society of emissions from those fuels. 5. The addition of a position related to the Census (p. 10): Census – OPPOSE any question that would restrict a full count in Contra Costa County by excluding or intimidating immigrants. SUPPORT efforts to canvass fully Hard-to-Count communities in Contra Costa County. 6. The addition of a support position for expanding subsidized childcare and tax credits in Child Care. (p. 11) 7. The addition of policies in support of child support collection and enforcement efforts in Child Support. (p. 12). 8. The addition of a support position for equitable implementation of the Opportunity Zone incentive program in the Economic Development Programs position. (p. 14) 9. The addition of an oppose position related to changes to the federal Title X Family Planning Program in the Health policy. (p. 16) 10. The addition of three policies related to Medicaid in the Healthpolicy: (p. 16) OPPOSE federal legislation and administrative efforts to impose work requirement as a condition of Medicaid (Medi-Cal) eligibility. OPPOSE federal legislation and administrative efforts to privatize Medicaid. SUPPORT Medicaid (Medi-Cal) funding for same day mental health appointments. 11. The addition of a support position for efforts that seek to provide support and services for individuals who experience secondary or vicarious trauma in Interpersonal Violence policy. (p. 18) 12. The addition of support for the reauthorization and funding for the Library Services and Technology Act. (p. 18) 13. The addition of the Board-approved opposition to changes to the "Public Charge" rules. (p. 21) 14. The addition of a policy related to Restoring Net Neutrality. (p. 22) 15. The addition of three oppose positions related to the Supplemental Nutrition Assistance Program (SNAP): (p. 23) OPPOSE efforts to limit eligibility for individuals with certain criminal records or to impose additional work requirements on them for the CalFresh program. OPPOSE federal legislation and administrative efforts to impose work requirements as a condition of SNAP (CalFresh) eligibility. OPPOSE federal legislation and administrative efforts to move the SNAP program from the Department of Agriculture (with Congressional oversight) to a proposed new agency “Department of Health and Public Welfare,” with oversight by a proposed “Council on Public Assistance.” 16. The addition of a policy to oppose changes to TANF that will require counties to invest new funds to administer the program in Temporary Assistance for Needy Families. (p. 25) 17. The addition of three policies related to Workforce Development: (p. 27) SUPPORT additional funding for Education, Training, Apprenticeships and Job Placement, with a focus on workforce skills of the future. SUPPORT additional funding and incentives, such as loan forgiveness, for the health care workforce, where there is a growing gap between market demand and a trained workforce. OPPOSE federal legislation and administrative efforts that would reduce the flexibility of state and county workforce development efforts, require additional administrative requirements and costs or reduce the amount of funding directly channeled to states and counties. 18. Subsequent to its review by the Legislation Committee, staff proposed minor text changes to the policy related to federal Participation in Pension and Other Post Employment Benefit Costs (p. 20) to update the language and reorder the policy. In addition, staff now proposes the elimination of the previous policy related to the State Criminal Alien Assistance Program: (p. 25, Attachment D) State Criminal Alien Assistance Program (SCAAP) – On May 23, 2012, the Department of Justice (DOJ) announced a change in the State Criminal Alien Assistance Program (SCAAP) that will prohibit SCAAP funds from being used to reimburse localities for foreign-born criminal aliens housed in jails that have been classified as “unknown inmates” by the Department of Homeland Security’s Immigration and Customs Enforcement (ICE) agency. This is a significant change to the SCAAP reimbursement formula and will heavily impact counties across the nation. The County will support the rescinding of this decision and a reinstatement of the previous reimbursement practice, which would more equitably reimburse jurisdictions for the costs of housing undocumented individuals, including those inmates whose status may be unknown to the Department of Homeland Security. PROPOSED 2019 STATE LEGISLATIVE PLATF ORM Each fall, the County Administrator’s Office initiates the development of the coming year’s State Legislative Platform by inviting members of the Board of Supervisors, Department Heads, key staff, as well as the Board's advisory bodies and the public, to provide recommended changes or additions to the adopted Platform. In August 2018, all were invited to provide suggested edits to the State Platform in writing. During the process, staff also consults with the County's state advocate, Ms. Cathy Christian, Mr. Ben Palmer, and Mr. James Gross for their input and also reviews the legislative platforms of the Urban Counties of California (UCC) and the California State Association of Counties (CSAC) for consistency. The County's Legislation Committee (Chair Mitchoff and Vice Chair Burgis) reviewed the first Draft 2019 State Legislative Platform at their meeting on November 5, 2018 and a revised draft at their meeting on December 10, 2018, with modifications as directed by the Committee. The Legislation Committee recommended that the revised Draft be adopted by the Board of Supervisors. Subsequent to their meeting, staff received an additional policy proposal from the County's Chief Environmental Health and Hazardous Materials Officer, Randy Sawyer, which was approved by the Health Services Director. Health Services recommends adding policy #40 related to a requirement that businesses to pay their Certified Unified Program Agency (CUPA) fees and gives the ability for a CUPA to close a facility or a portion of the facility for an imminent threat to the health and safety of the community and not paying their fees. The Proposed 2018 State Legislative Platform is Attachment E. A redline version is Attachment F. The significant proposed amendments to the 2018 State Platform that are recommended for the 2019 State Platform include the following: (Page numbers refer to Attachment E.) 1. Adding three County-sponsored bill proposals: (p. 2) 1. Seniors/Persons with Disabilities Transportation Funding Program The “Seniors/Persons with Disabilities (SPD) Transportation Program” creates a mechanism to strategically increase funding for transportation programs serving the senior/disabled population. It is acknowledged at the local, regional, state and federal levels that transportation programs for this population are underfunded and underdeveloped. These deficiencies will increase as demographic ad public health shifts amplify these issues. 2. Sales Tax Exemption Proposal for On-Call Volunteer Fire Departments This proposal would remove a logistical barrier to the purchase of equipment used exclusively by volunteer, on call fire departments by exempting those purchases from applicable sales and use taxes. Such a change would be consistent with exemptions in other states and remove an artificial barrier that can delay the purchase of necessary firefighting equipment. Volunteer on-call fire departments provide the same service as full-time departments in areas that simply do not generate the tax revenue needed for 24-hour shift crews. For these departments, such as the Crockett-Carquinez Fire Department, the cost to replace an aging fire engine can represent between 80 and 110 percent of their total yearly budget. As a result, these small districts must continue to keep older engines in service well past their recommended replacement in order to amass sufficient funds to purchase a replacement. This results in higher maintenance costs, more down time, and most importantly, greater risk for our firefighters. 3. Illegal Dumping Seek legislation, in conjunction with Alameda County and other partners, that specifically establishes statewide hauler permitting requirements and associated penalties as well as increasing penalties allowed by State law for illegal dumping. 2. Adding a Legislative Advocacy Priority related to Homelessnessand reordering the Priorities in alphabetic order. (p. 3) Homelessness – With the growing numbers of homeless, the County will work on the implementation of the No Place Like Home program, the Homeless Emergency Aid Program, and the SB 2 funding program, to ensure that Contra Costa County receives its fair share of funding and that the guidelines work for implementation in the county. In addition, Contra Costa County will advocate for additional funding that reduces and prevents homelessness; expands the availability of permanent supportive housing; and provides counties with the ability to maximize and leverage available Federal, State and local funds to provide services for at-risk and homeless families and individuals. 3. STATE PLATFORM POLICY POSITIONS Child Support Services (p. 8) Numerous text changes have been proposed, reorganizing and updating policies as needed. In addition, three new policies are proposed for inclusion in the Platform: 17. SUPPORT efforts to increase funding for the child support program. OPPOSE efforts to reduce funding for the child support program. 18. OPPOSE efforts that restrict the child support agency from having access to customer data. 19. OPPOSE efforts that eliminate or restrict existing child support enforcement methods. Climate Change (p. 9) Text changes are proposed to policy #22, which include: The County also has several creek and wetland restoration projects with carbon sequestration capacity that would likely be eligible for such allocations. Similarly, the County supports land conservation projects that may occur as fee title or easement acquisitions, these also will likely be eligible. Economic Development (p.10) Staff proposes the inclusion of a new policy area for Economic Development and the addition of the following positions: 28. SUPPORT an amendment to the California Competes (State incentive program) guidelines to consider qualifying low-income census tracts within unincorporated areas of a county (that as a whole does not qualify as low-income) in the enhanced scoring category. (This is a similar situation to that highlighted in AB 1804, where unincorporated areas were left out of an incentive program.) 29.SUPPORT legislation to dedicate net proceeds from State Lands Commission lease revenues for public benefit in the County in which they are generated with a focus on increasing public access to and enjoyment of the waterfront. 30. SUPPORT the State layering existing State economic development programs and incentives with Federal Opportunity Zone tax credit incentives. Emergency Preparedness, Emergency Response (p. 11-12) The County's Chief Environmental Health and Hazardous Materials Officer, Randy Sawyer, recommends the inclusion of two new policies. Note that policy #40 was not reviewed by the Legislation Committee; it was submitted after the Committee's December meeting but supported by the Health Services Director. 39. SUPPORT legislation that would require cleanup of clandestine drug labs and other areas where illicit drugs are manufactured or handled and where there is a threat to the health and safety of the public and emergency responders, and would make the costs of cleanup recoverable from the responsible party and liens on property. The existing legislation is narrowly focused on the manufacturing of methamphetamine. Fentanyl use, storage, and production are growing throughout the state. Properties may be contaminated by hazardous chemicals used or produced in the manufacture of or the handling Fentanyl and Carfentanyl where those chemicals, remain and where the contamination has not been remediated. 40. SUPPORT legislation that will strengthen the Certified Unified Program Agency (CUPA) by expanding the local CUPA’s statutory authority to close a business, or portion of a business, whose processes or aim emissions are causing an imminent and substantial endangerment to public health and safety or the environment, as determined by CUPA. Support amendments that add the condition of “withholding” a permit if the permittee does not make the permit payment and clearly define the conditions which can lead to the immediate discontinuation of operation of the facility or function of the facility. In the County, Certified Unified Program Agency (CUPA) is administered by the Health Services Hazardous Materials Programs that regulates businesses that handle hazardous materials or generate hazardous waste. Such businesses must obtain a CUPA permit. CUPA routinely inspects these businesses. The Hazardous Materials Programs also responds to incidents where there is a release of hazardous substances. Health and Safety Code, Section 25404.1.1. Business facilities that fail to renew or pay their unified program permits pose a danger to public safety and the protection of the environment. Without strong enforcement actions and penalties against businesses that have not complied with the permitting requirements, the public health and safety will be in grave danger of being violated. This amendment will discourage businesses to operate without a valid permit since the consequences are costlier penalties and could lead to closure of their business. This enforcement action will prevent an unfair business advantage for those operating without a valid permit. Health Care (p. 15-21) Adding policies #72 and #73, which were recommended by the Women's Commission and approved by Health Services. 72. SUPPORT Medi-Cal reimbursement rate increases through Proposition 56 funding to provide quality reproductive health care services. 73. SUPPORT reimbursement for a maximum of 2 visits taking place on the same day at one location if the patient suffers illness/ injury requiring additional diagnosis/ treatment, or if the patient has a medical visit and mental health or dental visit. Requires an FQHC or RHC that currently includes the cost of encounters with more than one health professional that take place on the same day at a single location as a single visit for purposes of establishing the FQHC’s or RHC’s rate, to apply for an adjustment to its per-visit rate by 2020; after the department has approved that adjustment, requires a medical visit and another health visit that take place on the same day at a single location to be billed as separate visits. Adding policy #97 and revisions to policy #98 to add support for the creation and funding of a State Wellness Trust, as recommended by Public Health Director: 97. OPPOSE legislation and state regulation that seeks to weaken or eliminate local control over the commercial cannabis industry. Currently, and until the proposed Bureau of Cannabis Control regulations take effect, local government retains control over allowing or prohibiting the operations of mobile cannabis delivery in their jurisdictions. Human Services (p. 23-35) Staff of EHSD proposes an entire revision of this section of the Platform. Policies have been reorganized into categories with contextual statements; text changes have been proposed to previously incorporated policies, and 45 new policies are proposed for the 2019 Platform. The new policies are highlighted in yellow and include: Creating Economic Security and Improving Safety-Net Programs 130. SUPPORT legislation that would create access to community-supported agriculture through CalFresh. Contra Costa County has many food deserts, and these programs could be leveraged to help residents get access to fresh, healthy food. 131. SUPPORT efforts that would ease data sharing across safety-net programs, including those administered by the Health Department, such as WIC. These programs allow data sharing at the state level, but not at the county level. Identifying eligible, but not enrolled, clients would allow for targeted outreach to improve the lives of children and families. 132. SUPPORT efforts to allow reverse direct certification between CalFresh and children on free and reduced lunch. While families on CalFresh are considered eligible for free and reduced lunch, there are more families who have free and reduced lunch status but are not enrolled in CalFresh. Current outreach and data sharing guidelines are confusing for families and have resulted in under-utilization of CalFresh. 134. SUPPORT efforts to allow currently detained inmates to pre-enroll for benefits when they are schedules to be released. This would ensure more immediate access to support and resources as formerly incarcerated individuals re-enter society. Research has shown that access to benefit programs may help reduce recidivism and keep our community safer. 135. SUPPORT efforts to expand CalFresh benefits for SSI recipients and their families. This includes increasing the state supplement and allotting permanent funding streams to “hold harmless” family members of SSI recipients who may be negatively impacted by the SSI cash out. Families receiving CalFresh who are caring for a parent or disabled child on SSI may be pushed deeper into poverty if the hold harmless waivers are not extended. 136. SUPPORT exemptions to the “able-bodied adults without dependents” (ABAWD) CalFresh work requirements. This population faces many barriers to employment, including caring for disabled parents, housing insecurity, and interpersonal violence. 138. SUPPORT efforts to allow applicants for Medi-Cal and CalFresh to have the same appointment and enrollment process. The eligibility guidelines for both programs are very similar. Requiring separate enrollment processes creates additional administrative work for the county and may delay needed support for vulnerable residents. 141. SUPPORT allowing clinics to collect Medi-Cal payment for same-day mental health visits. Current legislation covers same-day dental referrals, but not mental health. Improving mental health may help ease homelessness and increase self-sufficiency. 142. SUPPORT allowing clinics to be reimbursed from Medi-Cal for telephonic and online visits during emergencies and disasters. During emergency events patients may not be able to easily come to a clinic office, but technology can allow providers to treat these patients. Recent fires have underscored the need to allow greater flexibility when responding to emergency events. 144. SUPPORT efforts to provide additional funds for family stabilization services for mental health and substance abuse support to include all family members. Taking a holistic approach to creating healthy families increases opportunities for healing and self-sufficiency. 145. SUPPORT efforts to ensure that no CalWORKs grant falls below 50% of the federal poverty line. This could include an increase to the CalWORKS Maximum Aid Payment (MAP) and the annual funding of a CalWORKS cost of living adjustment (COLA). MAP has not increased in ten years despite a rapidly rising cost of living in the Bay Area. This would help prevent families from falling into deep poverty, which can cause toxic stress on children and impede their ability to lead self-sufficient lives as adults. Increasing Access to Housing and Ending Homelessness 151. SUPPORT efforts to secure permanent housing assistance for CalWORKs participants, including initiatives to create support for shared housing. Permanent housing is key to improving the overall health and wellbeing of vulnerable populations. 152. SUPPORT efforts that would create state grants and/or navigation services to establish or expand programs that provide specified housing assistance and supportive services to homeless youth. California has the highest rate of youth homelessness in the country. Creating Quality Early Care and Education 161. SUPPORT alignment of family eligibility for subsidized childcare with cost of living adjustments and higher minimum wage rates. The cost of childcare has risen substantially in the Bay Area and is an obstacle for families to continue to work or attend school. 162. SUPPORT efforts that encourage access to early education home visiting programming. This will support families in providing an environment that promotes healthy growth and development of their young children. 163. SUPPORT efforts that would allow CalWORKs Welfare-to-Work participants to participate and achieve high school equivalency program without having their 24-month clock be impacted during their time in the program. On average, high school graduates earn more than $10,000 more than those without a diploma. Supporting education is a sustainable pathway to self-sufficiency. 164. SUPPORT efforts to continue subsidized childcare for CalWORKs recipients who time out while enrolled in a job training or education program. This will allow families to complete job training and education programs, improving their chances of being self-sufficient in the future. 165. SUPPORT legislation to continue subsidized childcare for CalWORKs recipients who find become employed and are above the income threshold. Once employed, families may need additional time to find new childcare arrangements. Stopping subsidized childcare may jeopardize family’s ability to remain employed. Protecting Aging Adults and Individuals with Disabilities 174. SUPPORT efforts that identify, eliminate, and prevent in-home neglect of the elderly and dependent adults and scams and fraud (internet and otherwise) targeted at the elderly and dependent adults. 176. SUPPORT legislation that would reduce Medi-Cal share of cost for adults 65 and older, as well as disabled individuals. Current guidelines for the aged and disabled population burdens them with a higher share of cost than those who are not elderly or disabled. Investing in Violence Prevention 178. SUPPORT efforts that differentiate risk and provide differential response based on risk and needs for individuals affected by interpersonal violence. Differentiating risk and needs allows for more appropriate, individual and realistic responses to individuals navigating the systems. Differentiating risk and needs based off assessments decreases the chance of further violence. 182. SUPPORT efforts to address and prevent the underlying causes, stressors and triggers that lead to violence. 184. SUPPPORT efforts that seek to provide support and services for individuals who experience secondary or vicarious trauma. We support efforts that seek to change the cultural norms that do not permit, encourage, or openly engage staff to seek services. We believe that staff who are exposed to secondary trauma deserve to receive the same whole person care we advocate for on behalf of survivors. 189. SUPPORT efforts that prevent domestic violence and domestic violence homicide including assessment of risk for assault or lethal force (including stalking and strangulation) throughout the criminal justice system. Lethality risk assessments have been found to increase awareness for law enforcement officers and service providers; increase awareness for victims and the likelihood of victims engaging in formal services; force professionals to look more closely at domestic violence cases and; create shared language among providers and professionals. 190. SUPPORT efforts to increase understanding of the lethality risks of strangulation and to document incidences of strangulation. Ensuring Equity for Immigrant Communities 191. SUPPORT the expansion of benefits and services for immigrants, refugees, and asylum seekers. Nearly one-quarter of Contra Costa residents are immigrants. These residents contribute to our communities and need access to vital services to ensure the health and well-being of all. 194. SUPPORT efforts that would require the California Department of Social Services to translate all state-provided materials used by In-Home Support Services providers into the threshold languages. Contra Costa is a diverse county and having materials that include the languages spoken by many county residents may increase access to these vital programs. 195. OPPOSE any changes to “public charge” rules that may penalize immigrants for using vital services they are legally allowed to access. The County has reaffirmed our commitment to providing a safe, welcoming atmosphere for immigrants. Additional changes in public charge regulations would further jeopardize the health and well-being of our county. Investing in Healthy Families 198. SUPPORT efforts to limit hospital discharges for children under the care of CFS when there is no safe and sustainable placement for the child secured. This may help increase placement stability for children and reduce homelessness for youth. Homeless youth are more likely to be victimized than children who have home placements. 199. SUPPORT improved and complete funding to implement the Continuum of Care Reform. This is the largest reform to Children and Family services in recent history and has created a greater need for more home-based placement options, especially for children with severe mental health or behavioral issues. It has also created greater demand for support services, such as trauma-informed behavioral supports, and shifted costs to counties for group home placements when a home placement cannot be secured. In order to provide stability for these children, more funding is needed to support case management and secure quality foster parents. 200. SUPPORT reforms to the Private Adoption Agency Reimbursement Program (PAARP) that will reduce counties’ financial liability when claims exceed funding from the state. In fiscal year 2017-18, counties were required to cover nearly $7 million in overages. 202. SUPPORT efforts to allow Title IVE-E foster care payments to family-based treatment facilities in California, as permitted by the federal Families First Act, for children who are in living with their parents in such facilities, therefore preventing family separation. These facilities allow parents seeking mental health and substance abuse treatment to live with their children, which disqualifies the family from maintenance services. However, research generally shows improved outcomes for both children and parents when they are allowed to stay together during treatment. Developing Contra Costa County’s Workforce 204. SUPPORT efforts to increase coordination between WIOA and title 5 (APS) to support senior employment. Many seniors are seeking employment to make ends meet. Coordination between existing funding streams would create more support for older workers to enter the workforce, gain new skills, and live independently. 205. SUPPORT initiatives to support social work education for APS, similar to the Title IV-E MSW program for Child Welfare Agencies. APS is also experiencing a social worker shortage and as the population continues to age it is critically important that we have staff able to support the unique needs of elder adults. 206. Support efforts to increase the flexibility of Workforce Development Board spending to increase supportive services and respond to local workforce needs. 207. SUPPORT efforts to expand the Workforce Development Board’s ability to partner with local community colleges in offer more training and education options with viable career pathways that provide income mobility and livable wages. 208. SUPPORT efforts to Integrate Workforce Development Board services into the CalWORKs program to create robust job training and support services within the county. 209. SUPPORT efforts for continuing training and education for social workers. Social workers serve our community and should have access to the most up-to-date methods to provide quality services. 210. SUPPORT efforts to raise wages for the early care and education workforce (such as childcare workers, preschool/infant-toddler teachers). The wages for these positions have not kept pace with other employment opportunities and makes it difficult to recruit and retain quality teachers. 211. SUPPORT bills to increase teacher training and education, including funding to support current county employees to obtain a teaching credential. There is currently a shortage of quality, credentialed teachers in the county. 212. SUPPORT funding for statewide Adult Protective Services training. Law enforcement, first responders, and other government workers respond to APS calls but do not necessarily have training on the issues facing indigent adults and elders. 215. SUPPORT efforts to increase training on human trafficking (with a specific focus on labor trafficking) for law enforcement, prosecutors and others involved in criminal investigations. 216. SUPPORT efforts that seek to specialize and build expertise for designated staff and systems (such as developing a commercially sexually exploited youth court or creating human trafficking units) to better support survivors of human trafficking. 217. SUPPORT efforts to increase funding for the 2020 Census. Contra Costa has been designated as a “hard to count” county by the federal government, and current funding levels may not be adequate to hire the staff needed for an accurate count of our residents. 218. SUPPORT efforts to protect the visual images of people seeking assistance in public social services facilities. Recently there have been incidences of public filming in social service lobbies across the state, with customers risking being publicly associated with services and becoming vulnerable to exploitation. Land Use/Community Development (p. 37) Text changes to policy #233 regarding continued inclusion of Natural Community Conservation Plans (NCCPs) for funding in Prop. 1 and Prop. 64. Law and Justice System (p. 41) Adding support for legislation that would improve access to Criminal Offender Record Information (CORI) for research and evaluation purposes. 257. SUPPORT legislation that would clarify that information under Penal Code section 13202 is local summary criminal history information, and support legislation that would add a section to Penal Code section 13100 that states that access to Criminal Offender Record Information (CORI) for a criminal justice agency to understand the impact of policies and the effectiveness of programs is essential for the effective administration of criminal justice and that this section seeks to encourage and improve access to CORI amount criminal justice agencies for research and evaluation purposes. Transportation (p. 44-45) Text changes to policies #273 and #278. Waste Management (p. 49) Six new policies are proposed: Six new policies are proposed: 298. OPPOSE legislative and regulatory efforts that require more of counties related to diverting waste from landfills without concurrently establishing an adequate funding mechanism. 299. SUPPORT efforts that will help counties more effectively combat illegal dumping, including but not limited to establishing a more reasonable burden of proof standard, changing any remaining infractions to misdemeanors and increasing penalty amounts or options (e.g. vehicle seizure). 300. OPPOSE legislative or regulatory efforts to eliminate any existing waste diversion credits or disposal reduction credits. 301. SUPPORT legislative or regulatory efforts to reduce what counties are required to recycle or divert from landfills if and when there is not an adequate market for materials which had previously been recycled. 302. OPPOSE legislative or regulatory efforts that require counties to site, fund, approve, build and/or operate organic processing facilities, including composting operations. 303. OPPOSE regulatory efforts related to solid waste management that impose requirements on counties that directly conflict with or exceed the scope of authority of the enabling legislation. ATTACHMENTS Attachment A: 2018 Federal Year-end Report Attachment B: 2018 State Year-end Report Attachment C: Proposed 2019 Federal Platform Attachment D: Proposed 2019 Federal Platform--redlined Attachment E: Proposed 2019 State Platform Attachment F: Proposed 2019 State Platform--redlined January 11, 2018 To: Lara DeLaney, Senior Deputy County Administrator From: Paul Schlesinger Anne Cullather Perrin Badini Re: 2018 Federal Year End Report Despite an increasingly partisan and immobilized Congress with the mid-term elections elevating resulting tensions, and the continuing restrictions on earmarks, we are pleased to report significant progress on several fronts important to Contra Costa County. Army Corps Projects Funding was obtained for water resources projects that are high on the County’s priority list. In the years since Congress imposed an earmark ban on itself, there are two ways to secure Army Corps funding for local priorities: (1) work with the Administration to have them budgeted in the Administration’s budget request, whereafter such amounts are routinely approved by Congress, and (2) utilizing provisions funded in appropriations bills which provide additional, unallocated funding for the Army Corps, with instructions that the Corps itself determine how these additional monies are spent as part of a work plan to be submitted to Congress. With regard to FY ’18, the federal government is now operating pursuant to a Continuing Resolution (CR) through January 19. At this point, most observers believe that Congress will pass another CR prior to the 19th to keep the government running for an additional period of time while it tries to work out a budget for FY ’18 (which is now over one- quarter over) with programs operating at generally the same funding levels as in FY ’17. While the House and Senate committees reported out their appropriations bills for the Army Corps of Engineers, with funding levels for specific projects reflecting those requested by the Administration, these bills, and the individual project amounts, have not been approved. At the time we reported on 2017 this time last year, the Appropriations measure for FY ’18 had yet to be enacted, and so Congressional instructions for the Corps to prepare a work plan had yet to be issued. We are pleased to report that the FY ’18 work plan included $1.107 million for the San Attachment A Francisco Bay to Stockton General Reevaluation Report, an amount sufficient to complete the feasibility study phase. Also, closing the books on FY ’18, an additional $4.925 million was secured in the work plan, supplementing $5.075 that had been requested by the Administration, for the San Pablo Bay/Mare Island Strait project. Maintenance dredging of the Suisun Bay Channel finished the year with $7.8 million. The FY ’19 Appropriations bill funding the Army Corps was completed in a timely manner, and so the Corps is not among the shuttered federal agencies. Moreover, the bill was enacted so unusally early, that the work plan providing additional funds provided by Congress has been issued. The San Pablo Bay/Mare Island Strait project received $3.049 million for the year. Suisun Bay Channel, which was budgeted by the Administration with $3.664 million, received an additional $3.14 million in the work plan, for a yearly total of $6,804 million. It is certainly worth noting that while the support of Senator Boxer has been missed (she served as the Chair and/or ranking Democrat on the Senate Committee with legislative jurisdiction over the Corps) Congressman DeSaulnier now serves on the House Committee on Transportation and Infrastructure, which has this same jurisdictional authority in the House. The support of our entire Congressional Delegation has been absolutely critical to the ongoing successes we have enjoyed with regard to our Army Corps program. Advocacy related to the Sacramento-San Joaquin Delta We have been pleased to work extensively with County officials and staff in advocating before the federal government to achieve the County’s objectives with regard to the Delta. These efforts have generally been in conjunction with other federal advocates working on behalf of their clients; the other members of the Delta Counties Coalition (DCC). Of particular note, when some in the DCC seemed to want to focus on promoting the development of new water resources, we worked with County staff to try and assure that the DCC keep as its priority focus its very raison d’etre, the defeat of the WaterFix. We also worked with staff to assure that the DCC continued to vigorously oppose the San Luis Drain settlement. Funding for Mount Diablo Mercury Mine Clean-up We continued to work this year toward securing federal funding in the amount of $483,000 for clean-up of the Mount Diablo Mercury Mine. Given the current moratorium on earmarks, we recognized that it would not be possible to secure a line-item appropriation for this important project. But, with the language that we had worked to include in the Statement of Managers accompanying a previous Water Resources Development Act (WRDA), specifically directing the Army Corps to give priority consideration to the Mount Diablo Cleanup when allocating funds made available for the Remediation of Abandoned Mine Sites program (RAMS), we also recognized that any funding made available in Appropriations bills for the general RAMS program is almost Attachment A certain to be provided for our project. We are pleased that, at the County’s request, the Army Corps budget again includes $2 million for the RAMS program, despite the fact that no such funds were requested by the Administration. Senator Feinstein, in her role as ranking Democrat on Senate Appropriations Subcommittee on Energy and Water Development, has been the champion in securing funding for this program. Her staff has been quite explicit in telling us that the funding is intended to assist with our project. In separate and ongoing discussions that County staff and I had during last year with Corps staff responsible for implementing this program, we understand their intent to make available for our project such funds as might be necessary and timely for its moving forward. So, it would appear that there will be sufficient funds to allow the Corps to provide the $483,000 we require for Mount Diablo at such time as we are ready to use it. Other Advocacy Projects Other Advocacy Projects From the County’s extensive legislative program, we were asked to focus particularly on several appropriations issues. This was a particularly unusual year with regard to the appropriations process, as the President’s budget proposal for FY ’19 was released several weeks before the Omnibus appropriations bill for the previous fiscal year (FY ’18) was enacted. Despite a bipartisan budget deal in February locking in spending caps for FY ’19, which essentially meant the House and Senate should be working from the same topline numbers, final agreement could not be reached between Congress and the White House and a partial government shutdown began on December 22, 2018. While seven of the twelve FY ‘19 appropriations bills have not yet been finalized despite the shutdown fast approaching the four-week mark (already the longest in history), we were pleased that Congress did complete work on several of its key appropriations bills. To that point, some pertinent amounts in the enacted and pending appropriations bills for programs of interest to the County can be identified – as measures of our progress - as follows: Ø Emergency Management Performance Grant (EMPG) Request = $350 million in the Homeland Security (DHS) Appropriations Bill § Senate: The DHS appropriations bill approved by Committee would provide $350 million for the EMPG program, which is equal to the FY ‘18 enacted level but $71 million above the President’s request. § House: The DHS appropriations bill approved by the House would provide $350 million for the EMPG program, which is equal to the FY ‘18 enacted level but $71 million above the President’s request. While this program will not be increased in FY ’19, it will not reflect $71 million reduction sought by the Administration. Ø Community Development Block Grants (CDBG) Request = $3.3 billion in the Transportation, Housing and Urban Development (T- HUD) Appropriations Bill Attachment A § Senate: The T-HUD appropriations bill approved by Committee would provide $3.3 billion for this program, the same as the FY ‘18 enacted level but $3.3 billion more than the President’s request. § House: The T-HUD appropriations bill approved by the House would provide $3.3 billion for this program, the same as the FY ‘18 enacted level but $3.3 billion more than the President’s request. The President’s FY ’19 budget proposed eliminating all CDBG funding, which was roundly dismissed in both chambers, and by both parties. Ø Institute of Museum and Library Services (IMLS) Request = $187.6 million in the Labor, Health and Human Services, and Education (L- HHS-Ed) Appropriations bill, $4 million more than the FY ’17 enacted level. § The FY ’19 L-HHS-Ed bill approved by Congress and signed into law on September 28, 2018, included $189.27 million for IMLS programs (including grants to states) funded by the Library Services and Technology Act (LSTA). The approved funding level is the same as the FY ’18 level despite the President seeking to eliminate all IMLS funding in his budget. Ø Cooperative Endangered Species Conservation Fund (CESCF): Request = $85 million in the Interior-Environment Appropriations bill, the same as the FY ’10 enacted level and approximately $32 million more than the FY ’18 enacted level. § The FY ’19 Interior-Environment approved by the House would provide $53.5 million for this program, the same as the FY ‘18 enacted level but $53.5 million more than the President’s request. § The FY ’19 Interior-Environment approved by the Senate would provide $49.5 million for this program, $4 million less than the FY ‘18 enacted level but $53.5 million more than the President’s request. The President’s FY ’19 budget proposed would eliminate the CESCF in order to direct those funds to ‘higher priorities’ elsewhere at the Department of Interior. Ø Election Assistance Commission (EAC) Request = $400 million in the Financial Services Appropriations bill for grants to states to be used to secure election systems; this funding was previously authorized under the Help America Vote Act of 2002 (HAVA). § The FY ’18 Omnibus Appropriations bill, enacted shortly after our FY ’19 requests were submitted, included the allocation of approximately $380 million for HAVA grants to states. § The House and Senate each passed their respective FY ’19 Financial Services Appropriations bill, although neither included additional funding for HAVA grants. In addition to managing the issues on the County’s legislative platform, and given the dynamic nature of events in Washington, we have also brought various matters of interest to the County’s attention and assisted the County when new matters surfaced that required attention or communication with our delegation. Below are a few examples that illustrate the breadth of our support for the County: Attachment A • Notified County of Administration efforts to modify the “Public Charge” rule that would expand the definition used to identify whether an individual seeking entry to the U.S. or permanent residency would likely become dependent on the government, and circulated the Board’s letter opposing the proposal to our delegation offices. • Notified County of developments related to the Farm Bill reauthorization, including provisions in the House-passed bill that would establish certain work requirements for participation in the Supplemental Nutrition Assistance Program (SNAP); we circulated the Board’s letter opposing this language, and were pleased to report that it was not included in the final version signed into law. Activities such as these certainly contribute to the long-held perception around Capitol Hill and elsewhere in Washington that Alcalde & Fay serves as the County’s office here in town; a place that these offices can call, trusting that they will be communicating, if through an agent, with appropriate County officials. As always, it has been a privilege to represent the County with its efforts as they relate to the federal government. We would be pleased to elaborate on any aspect of this work, and look forward to continuing work on your behalf in the year ahead. Attachment A To: David Twa Lara DeLaney Contra Costa County From: Cathy Christian Benjamin Palmer Date: November 19, 2018 Re: 2018 Contra Costa County Year End Wrap-Up When the dust settled…. 2017, the first year of the two-year legislative session, ended with a good deal of drama and nervous anticipation of what 2018 would bring for local governments. SB 649 (Hueso), which streamlined the deployment of small-cell wireless technology, and AB 1250 (Jones-Sawyer), which restricted counties’ ability to contract out for services, demanded the lion’s share of local government advocacy efforts for that year. AB 1250 was shelved in early September and SB 649 was vetoed by Governor Brown. Though both efforts failed to become law, all parties anticipated the probable return of both bills in the 2018 session. And so it began… Fortunately, the 2018 Legislative Session did not begin with renewed drama related to the aforementioned bills. On the other hand, 2018 saw the effect of the “Me Too” movement as it left the legislature to deal with three member resignations and the prospect of replacing those members coupled with the difficulty of Democrats losing the 2/3 majorities they had fought so hard to attain. The “Me Too” movement also sparked the introduction of numerous bills related to public and private sector employer and employee conduct, harassment reporting, and statutes of limitation for harassment complaint filing. The legislature also grappled with its own ongoing member and staff harassment issues by forming a Joint Subcommittee on Sexual Harassment Prevention Response. Needless to say this issue will continue to demand attention and oversight into future sessions. On March 21st, Senator Toni G. Atkins (D – San Diego) was sworn in as the 48th President pro Tem of the State Senate, replacing Kevin de León. Atkins, who also served as Speaker of the California State Assembly, is the first woman (in 146 years) to serve as President pro Tem of the Senate. Attachment B 2 Governor Brown’s last budget proposal… Governor Brown released his proposed $132 billion 2018-19 budget on January 10th. Unlike years past, his proposal was relatively non-controversial, leaving the legislature to grapple with issues related to homelessness, affordable housing, the effects of numerous and devastating wildfires that continue to plague communities across California, bail reform, and climate change. (And hovering over all of this, the prospect of the departure of Governor Brown (his brand of pragmatism and fiscal prudence) and the probable election of Lieutenant Governor Gavin Newsom as his replacement.) The Governor’s initial proposal included a $3.5 billion deposit into the state’s rainy day fund, full funding for the LCFF, $134 million to purchase new voting systems in counties, $200 million in business tax credits (California Competes and Employment Hiring credits), and $40 million for outreach and other programs related to the 2020 Census. It contained no changes to the In Home Supportive Services (IHSS) maintenance of effort (MOE) from last year, and included nearly $28 million General Fund (GF) dollars for related administrative costs in 2018-19. Governor Brown’s plan was consistent with his past proposals that stressed debt payment, growing the rainy day fund and overall fiscal conservatism. The 11th of May… Governor Brown released his revised budget plan on May 11th. Like his introduced plan, the May Revise didn’t include many surprises. An unanticipated $8.8 billion in tax revenue didn’t lead Brown from his path of fiscal prudence. This infusion would grow the rainy day account to its constitutional maximum of $13.8 billion…an amazing feat considering that California faced a $27 billion deficit when he came into office (again) in 2011. The May Revision included, among other things: • An increase of $1.6 billion for Medi-Cal workload • An extra (roughly) $1 billion for the state’s discretionary reserve • $3.2 billion in new spending (mostly one-time purposes) • $200 million for flood control projects • $50 million for counties for homeless persons with mental illness • $250 million for homeless aid block grants to local governments for housing and shelter construction • $64 million for ongoing spending to local governments for housing support and homelessness assistance programs • Proposal for a proposition, (Proposition 2) to go on the November 2018 ballot, to allow the state to use existing county mental health funds to pay for housing for those who are homeless and are mentally ill Attachment B 3 The Newman recall… Democratic Senator Josh Newman, elected in 2016 by a margin of less than 2,500 votes, was recalled on June 5th and replaced by former Assemblymember Ling Ling Chang. Despite the support of former Senate pro Tempore Kevin de León, the California Teachers Association and the Sierra Club, Newman was unable to thwart the recall effort that was fueled by voter anger over Newman’s vote in support of SB 1 (the California Road Repair and Accountability Act of 2017). The success of the recall and the reaction to the tax increases in SB 1 signaled the end of the Senate Democrat’s 2/3 house majority, and in part, fueled the effort to place Proposition 6 on the November 2018 ballot. If it had passed, Prop 6 would have eliminated the taxes initiated by SB 1, forcing the legislature to readdress the issue of critical transportation funding, but this time without the Democrats having a 2/3 majority. (Proposition 6 failed at the ballot box after receiving only43.6% of the vote.) Yet another on-time budget… The Governor signed the 2018-19 State Budget on June 27th after one of the least controversial and non-cantankerous budget negotiations in recent history. Budget conference committees were relatively unremarkable and trailer bills transacted through the committee process and to the legislative floors relatively quickly, pausing only briefly to abide by the 72 hour “in print rule,” as prescribed by Proposition 54, passed by voters in 2017. The final plan did not hew far from the May Revision proposal. Unlike most past years, Governor Brown did not choose to blue pencil any provisions of the spending plan that the legislature sent to his desk. As has become the practice of the legislature in recent years, lawmakers included only a handful of budget trailer bills in their initial salvo of spending bills to the governor. Various trailer bills made their way to the governor up until the final days of the legislative session at the end of August. Of note for counties in the budget package: • $700 million to address homelessness and affordable housing • $280 million to repay counties for debt related to repealed mandates • $67 million for debris removal and lost property tax in counties impacted by this year’s unprecedented wildfires • Nearly $40 million for administrative costs for CalWORKs and IHSS • $1.3 billion in lease revenue funds for courthouse construction On housing and homelessness… The budget and associated trailer bills pushed plans and funding for addressing the state’s dire housing and homelessness problem forward, and not a moment too soon. The plan includes: Attachment B 4 • A one-time allocation of $500 million for block grants to local governments to fund various homelessness services • $150 million of those grants is divided among California’s 11 most populous cities (based on homeless populations) • The remaining funds are divided among Continuums of Care, roughly based on their homeless populations • Putting the No Place Like Home program on the November 2018 ballot. The program will issue bonds, backed by personal income tax revenue raised by Prop 63 of 2004. Funds will be used for construction and rehabilitation of permanent supporting housing for those with mental illness who are homeless (Proposition 2 passed with 62.3% of the vote) • $109 million in homelessness related funding augmentations for outreach, mental health services, and assistance targeted to CalWORKs families, seniors, youth and victims of domestic violence A legislative victory for Contra Costa County… This session, CCC sponsored SB 522 (Glazer, Chapter 133, Statutes of 2018). The bill sought to replace the West Contra Costa Healthcare District’s elected governing body with a district board appointed by the Board of Supervisors. The change in governance sought to reduce administrative costs, increase operational efficiencies, and maximize the District’s funding of health care. SB 522 passed the Senate and Assembly unanimously and was signed by the Governor on July 18, 2018. In the waning days of session… As is the regular course of business for the legislature, many or most of the big ticket or controversial bills are dealt with in the final two weeks of session. Since 2018 is the second year of the two year legislative session, extra pressure was placed on lawmakers because both current year introductions and bills they’d been working on and carried over from 2017 would die at midnight on August 31st if they had not completed the legislative process. One notable factor that has changed the pace of the end of session madness has been the aforementioned 72 hour “in print rule.” Prior to the passage of Prop 54, the last few days of session were always extremely chaotic because of the ability of the majority party to amend bills very quickly, hear them in committee and report them to the floor for vote and concurrence, often before legislators and staff would or could have a chance to fully digest what was being voted on. Now that bills have to be in their final amended form for 72 hours, the real action to twist arms and negotiate bills (with enough time to get the amendments into print) must happen by midnight, three days before the last day of session. For the last two years, it has had the effect of somewhat lowering the level of controversy on the legislative floors, as no party can opine that they did not have time to analyze a potentially controversial bill. As such, the end of session, this Attachment B 5 year, was characterized by more working and less “yelling” on both Assembly and Senate floors. The final push… The legislature acted on hundreds of bills over the last two weeks of August, most of them non- controversial, but some worth highlighting in this year-end summary. SB 10 (Hertzberg) - Creates a risk-based non-monetary pre-arraignment and pretrial release system for people arrested for criminal offenses including preventative detention procedures for person’s determined to be too high a risk to assure public safety if released. Status: Signed by Governor, Chapter 244, Statutes of 2018 SB 100 (de León) - Establishes the 100 Percent Clean Energy Act of 2017 which increases the Renewables Portfolio Standard (RPS) requirement from 50 percent by 2030 to 60 percent, and creates the policy of planning to meet all of the state's retail electricity supply with a mix of RPS-eligible and zero-carbon resources by December 31, 2045, for a total of 100 percent clean energy. Status: Signed by Governor, Chapter 312, Statutes of 2018 SB 822 (Wiener) - Enacts the Internet Consumer Protection and Net Neutrality Act and prohibits certain fixed and mobile Internet service providers that provide broadband Internet access service from engaging in specified actions concerning the treatment of Internet traffic. SB 822 also prohibits the blocking of lawful content, applications, services, or non-harmful devices, impairing or degrading lawful Internet traffic on the basis of Internet content, application, or service, or use of a non-harmful device, and other specified practices. Status: Signed by Governor, Chapter 976, Statutes of 2018 SB 828 (Wiener) - Amends the Planning and Zoning Law to prohibit the prior underproduction of housing in a city or county from the previous cycle and stable population numbers in a city or county from the previous cycle from being used as a justification for a determination or a reduction in the jurisdiction's share of a regional housing need. SB 828 includes lands zoned or designated for agricultural protection or preservation that are subject to a local ballot measure that prohibits their conversion to nonagricultural uses. Status: Signed by Governor, Chapter 974, Statutes of 2018 SB 901 (Dodd) - Addresses numerous issues concerning wildfire prevention, response and recovery, including funding for mutual aid, fuel reduction and forestry policies, wildfire mitigation plans by electric utilities, and cost recovery Attachment B 6 by electric corporations of wildfire-related damages. Status: Signed by Governor, Chapter 626, Statutes of 2018 SB 1303 (Pan) - Replaces the coroner with an independent office of the medical examiner in counties with 500,000 or more residents. Status: Vetoed by Governor SB 1343 (Mitchell) - Requires an employer who employs a specified amount and type of employees, to provide sexual harassment training to all supervisory employees and nonsupervisory employees by a specified date and subsequently in a certain number of years. SB 1343 also requires the Department of Fair Employment and Housing to make existing informational posters, fact sheets, and online training courses available. Status: Signed by Governor, Chapter 956, Statutes of 2018 The final analysis… As was 2017, 2018 was a productive year for the State Legislature. Californian’s got another on-time budget despite Legislative Democrats losing their supermajorities. Legislative leaders were able to negotiate agreements to keep several initiatives off the November 2018 ballot, including one that would have requires new local taxes to be approved by a two-thirds vote. Leaders were also able to make long strides in dealing with the effects of rebuilding and reacting to the numerous and historically large wildfires that plagued the Golden State. Among other things, they moved forward on dealing with many facets of the state’s lingering and chronic homelessness and housing issues, and launched the opening salvo in what promises to be a lengthy legislative and judicial battle to reform and recast California’s bail system. The legislature will undoubtedly have to continue to grapple with these and other issues into the 2019-2020 session and beyond. They will also have to have to assess and formulate new strategies in order to form new relationships with Governor-elect Newsom, and familiarize themselves with his administration, its priorities and sensibilities. As of the drafting of this document, not much is known about possible composition of the Newsom Administration. We will all be waiting with anticipation to see how much or little Governor Newsom decides to adhere to fiscally conservative and pragmatic legacy of Edmund G. Brown Jr. The democratic leadership and majority caucuses in both houses of the legislature will likely be ready to test the mettle of the next Governor. Democrats, with 2/3 supermajorities in both houses, will undoubtedly approach a new governor with an eye to ending the Brown era of limited and often one-time spending on programs and squirreling real or perceived surpluses into reserves. We will all have to wait and see. Attachment B 7 Contra Costa County: Legislative Advocacy Program AB 605 (Mullin) - Amends the Child Day Care Facilities Act, and requires the State Department of Social Services, in consultation with stakeholders, to adopt regulations to create a child care center license to serve infant, toddler, preschool, and school age children. This bill also requires that all day care centers to be licensed as child care centers before a specified date. Requires the regulations to include components for infant, toddler, preschool, and school age children, health and safety standards, among other specified components. Status: Signed by Governor, Chapter 574, Statutes of 2018 CCC Position: Support AB 626 (E. Garcia) - Amends the Retail Food Code and establishes requirements for microenterprise home kitchen operations. AB 626 also requires an internet food service intermediary that lists or promotes a microenterprise home kitchen on its website or app, to be registered with the Department of Public Health, to post on its website or app the requirements for the permitting of a such operation, and to submit other specified information relating to a microenterprise home kitchen to local enforcement agencies. Status: Signed by Governor, Chapter 470, Statutes of 2018 CCC Position: Oppose AB 1795 (Gipson) - Authorizes a local emergency medical services agency to submit, as part of its emergency medical services plan, a plan to transport specified patients who meet triage criteria to a behavioral health facility or a sobering center. AB 1795 also authorizes a city or county to designate, and contract with, a sobering center to receive patients and establishes sobering center standards. Status: Died on Assembly Suspense CCC Position: Support AB 1804 (Berman) - Exempts from Environmental Quality Act residential or mixed use housing projects located in unincorporated areas of a county meeting certain requirements. It also requires a lead agency to file a notice of exemption with the Office of Planning and Research and the county clear in the county which the project is located. Status: Signed by Governor, Chapter 670, Statutes of 2018 CCC Position: Support AB 1876 (Frazier) - Makes the provisions establishing the Delta Stewardship Council inoperative on a specified date. This bill also provides for the Delta Protection Commission on that date to succeed to, and to be vested with, the duties of the previous Council. AB 1876 also provides for the Commission to Attachment B 8 adopt, instead of recommend, various measures for inclusion in the Delta Plan, subject to making the determinations previously made by the Council. Status: Failed Passage in Assembly Committee on Water, Parks, and Wildlife CCC Position: Support (DCC letter) AB 1909 (Nazarian) - Clarifies that the Department of Social Services is required to provide translations of written content in languages spoken by a substantial number of providers of in home supportive services in the state. Permits the Department to work with counties and the County Welfare Directors Association to repurpose existing, county produced translations of written content. Status: Vetoed by Governor CCC Position: Support AB 1980 (Quirk) - Relates to existing law which requires that actions for civil penalties or punitive damages relating to hazardous waste and hazardous substances be commenced within 5 years after the discovery by the agency bringing the action. It includes actions relating to aboveground storage of petroleum within the 5-year limitations period. Status: Signed by Governor, Chapter 141, Statutes of 2018 CCC Position: Support AB 2441 (Frazier) - Amends existing law authorizing the State Lands Commission to take immediate action, without notice, to remove from areas in its jurisdiction a vessel that is left unattended and is moored, docked, beached, or made fast to land creating a hazard. It also requires the Commission, upon receipt of funds appropriated by the Legislature and any federal or private funds for this purpose, to develop a plan for the removal of abandoned commercial vessels, as prescribed, by a specified date. Status: Signed by Governor, Chapter 540, Statutes of 2018 CCC Position: Support AB 2923 (Chiu) - Requires the San Francisco Bay Area Rapid Transit District's Board to adopt by ordinance new transit oriented development zoning standards for each station that establishes minimum local zoning requirements for height, density, parking, and floor area ratio only, that apply to an eligible TOD project. Requires the TOD zoning standards to become the local zoning for any BART owned land within a certain distance of any existing or planned BART station entrance within the District in areas represented. Status: Signed by Governor, Chapter 1000, Statutes of 2018 CCC Position: Oppose Attachment B 9 AB 3138 (Muratsuchi) - Increases the lesser maximum amount of civil or administrative liability imposed on a person or stationary source for a violation to a specified amount for each day in which the violation occurs, and would authorize the greater maximum civil or administrative liability to be imposed on a person or stationary source that knowingly violates those provisions regardless of whether the violation was committed after reasonable notice. Status: Signed by Governor, Chapter 308, Statutes of 2018 CCC Position: Support SB 168 (Wieckowski) - Amends the Beverage Container Recycling and Litter Reduction Act to require a beverage container that is a PET plastic container to be constructed with a minimum percentage of postconsumer recycled plastic. SB 168 also requires the Department of Resources Recycling and Recovery to establish minimum postconsumer recycled content standards for beverage containers that are constructed of plastic, material other than metal, glass or plastic, or any combination of plastic and material other than metal, glass or plastic. Status: Failed Passage on Assembly Floor CCC Position: Support SB 212 (Jackson) - Establishes a stewardship program, under which a manufacturer or distributor of covered drugs or sharps, distributor, or other entity defined to be covered by the bill, would be required to establish and implement a stewardship program for covered drugs or for sharps. It also authorizes an operator of a stewardship program, after the stewardship plan has been approved, to establish a mail back or other collection program for covered products for a county in which it operates. Status: Signed by Governor, Chapter 1004, Statutes of 2018 CCC Position: Support SB 522 (Glazer) - Dissolves the existing elected board of the West Contra Costa Healthcare District and requires the Board of Supervisors of the County of Contra Costa, at its election, to either serve as the district board or appoint a district board. Status: Signed by Governor Chapter 133, Statutes of 2018 CCC Position: Support/Sponsor SB 905 (Wiener) – Requires the Department of Alcoholic Beverage Control to conduct a pilot program that would authorize the issuance of an additional hours license to an on sale licensee located in a qualified city to authorize the selling, giving, or purchasing of alcoholic beverages at the licensed premises between certain hours, upon completion of specified requirements by the qualified city in Attachment B 10 which the licensee is located. This bill would apply to nine cities in California. Status: Vetoed by Governor CCC Position: Oppose SB 1043 (Newman) - Defines a workload unit for purposes of provisions of the Department of Veterans Affairs funds disbursement, to mean a specific claim activity that is used to allocate subvention funds to counties, which is approved by the department, and performed by county veterans service officers. Makes an annual basis of a specified sum appropriated by the General Fund to the Department of Veterans Affairs to be available for allocation to counties to fund the activities of county veterans’ service officers. Status: Died in Assembly Committee on Veterans Affairs CCC Position: Support SB 1093 (Jackson) - Extends a prohibition on Department of Motor Vehicle records to the disclosure of the home addresses of an adult abuse investigator or social worker working in protective services within a social services department. Status: Died on Senate Appropriations Committee Suspense File CCC Position: Support SCR 166 (Dodd) - Declares the week of September 10, 2018, and that week every year thereafter, as Sacramento-San Joaquin Delta Week. Status: Signed by Governor, Chapter 239, Statutes of 2018 CCC Position: Support 2018 Ballot Propositions for November General Election Proposition 1 – Issues $4 billion in bonds for housing programs and veterans’ home loans. PASSED: 55.1% - 44.9% Proposition 2 – Authorizes the state to use revenue from the millionaire’s tax for $2 billion in bonds for homelessness prevention housing. PASSED: 62.3% - 37.7% Proposition 3 – Issues $8.77 billion in bonds for water related infrastructure and environmental projects. FAILED: 48.3% - 51.7% Proposition 4 – Issues $1.5 billion in bonds for children’s hospitals. PASSED: 61.5 – 38.5% Proposition 5 – Revises the process for homebuyers who are 55 or older or severely disabled to transfer their tax assessments. FAILED: 40.8% - 59.2% Attachment B 11 Proposition 6 – Repeals 2017’s fuel tax and vehicle fee increases and requires a public vote on future increases. FAILED: 43.6% - 56.4% Proposition 7 – Authorizes the legislature to provide for permanent daylight saving time, if the federal government allows. PASSED: 60% - 40.0% Proposition 8 – Requires dialysis clinics to issue refunds for revenue above a certain amount. FAILED: 39.3% - 60.7% Proposition 10 – Allows local governments to regulate rent. FAILED: 39.3% - 60.7% Proposition 11 – Allows ambulance providers to require workers to remain on- call during breaks, paid at their regular rate. PASSED: 60.2% - 39.8% Proposition 12 – Bans the sale of meat from confined in spaces below specific sizes. PASSED: 61.8% - 38.2% One final note … In May, the Department of Water Resources gave notice to the Joint Legislative Budget Committee that it intended to modify the terms and conditions of certain long-term water supply contracts delivering water for the State Water Project. California Water Code Section 147.5 requires the Committee to hold an informational hearing about the modifications before implementation. The Delta Counties commented at the hearing that the changes were intended to facilitate the transfer of water out of the delta pursuant to the California Water Fix without transparency or legislative oversight. At the end of the hearing, Senator Mitchell, Chair, commented that the Legislature intended to address this issue in the 2019 session. Attachment B 1415 L Street, Suite 1200 Sacramento, California 95814 t: 916.446.6752 f: 916.446.6106 Bay Area Office 2350 Kerner Boulevard, Suite 250 | San Rafael, California 95814 t: 415.389.6800 | f: 415.388.6874 | web.nmgovlaw.com 2018 CALIFORNIA GENERAL ELECTION SUMMARY NOVEMBER 21ST UPDATE Election Day went very much as expected as there were only a couple of surprises. Democrats continue to maintain their power in state government as they hold all statewide elected positions, including the Governorship, and appear to be solidifying their supermajorities in both houses of the legislature. Thus, California will continue the path of adopting progressive policies and will likely escalate its rhetoric and activities to counter Trump Administration activities. Most of the races that were too close to call the day after the election have been decided. However, the Secretary of State reports that there are still slightly over 1 million unprocessed ballots to count. Ballots are still being counted in three closely watched races, CD 21 and SD 34 and AD 77. State law requires county elections officials to report their final results to the SOS by December 7, 2018. The SOS has until December 14th to certify the election results. STATEWIDE RACES Governor: Governor-elect Gavin Newsom cruised to election night victory beating Republican challenger John Cox by more than a 20 percentage point margin (61.6 – 38.4%). Lieutenant Governor: In her first run for elective office, real estate developer and former Hungarian Ambassador Eleni Kounalakis defeated State Senator Ed Hernandez, a fellow Democrat, 56.6 to 43.4%. Secretary of State: Incumbent Alex Padilla (D) easily beat Mark Meuser (R) by almost 30 percentage points. Controller: Incumbent Betty Yee (D) easily beat her challenger, Konstantino Roditis (R), 65.1 to 34.9%. Ms. Yee received the highest number of votes (7,286,568) of all statewide candidates. Treasurer: Fiona Ma (D) bested perennial candidate Greg Conlon (R) by 28 percentage points. Attorney General: Xavier Becerra (D) easily beat Steven Bailey (R) to win his first election to this post (63.1 to 36.9%). While he was the incumbent, he was appointed to the seat by Governor Brown to fill the vacancy left when Kamala Harris was elected to the US Senate. Insurance Commissioner: After a couple of weeks in a dead heat, State Senator Ricardo Lara (D) beat the former Insurance Commissioner Stever Poizer (NPP) by 487,168 votes. Superintendent of Public Instruction: After trailing for the first week after the election, Assemblyman Tony Thurmond came from behind to beat Marshall Tuck, the charter schools reform candidate 50.9 to 49.1%, with a lead of approximately 180,000 votes. Attachment B BALLOT MEASURES There were eleven initiatives before the voters this election cycle. Proposition 9 which proposed to split California into three states was ruled constitutional and was removed from the ballot. The only ballot measure surprise was the failure of Prop 3 which would have authorized a water bond to pay for modernizing the state’s aging water infrastructure system including groundwater supplies and storage, surface water storage and dam repairs, watershed and fisheries improvements, and habitat protection and restoration. Because of climate change and drought concerns, water continues to be an important and unresolved policy matter. Proposition 8 which sought to regulate dialysis centers was soundly rejected by the voters. The centers targeted by the measure spent $115 million to defeat it, making it the most expensive ballot measure in California history. The issue is likely to be revisited in the legislature. Proposition Summary Outcome Proposition 1 – Bonds for Housing Assistance Programs Issues $4 billion in bonds for housing programs and veterans' home loans. Yes – 55.8% No – 44.2% Proposition 2 – Bonds for Existing Housing Program for the Mentally Ill Authorizes state to use revenue from millionaire's tax for $2 billion in bonds for homelessness prevention housing. Yes – 63.0% No – 37.0% Proposition 3 – Bond to Fund Water Projects Issues $9 billion in bonds for water infrastructure, groundwater supplies and storage, surface water storage and dam repairs, watershed and fisheries improvements, and habitat protection and restoration. Yes -48.7% No - 51.3% Proposition 4 – Bonds for Children’s Hospital Construction Issues $1.5 billion in bonds for children's hospitals. Yes – 62.2% No – 37.8% Proposition 5 – Changes Prop. 13 for Certain Homeowners Revises process for homebuyers who are age 55 or older or severely disabled to transfer their tax assessments. Yes -40.4% No – 59.6% Proposition 6 – Repeals recently enacted “gas tax” Repeals 2017's fuel tax and vehicle fee increases and requires public vote on future increases. Yes -42.3% No – 56.8% Proposition 7 – Changes to Daylight Savings Time Authorizes legislature to provide for permanent daylight-saving time if federal government allows. Yes – 60.0% No - 40.0% Proposition 8 – Regulation of Dialysis Clinics Requires dialysis clinics to issue refunds for revenue above a certain amount. Yes -39.7% No – 60.3% Attachment B Proposition 10 – Expands Rent Control for Local Governments Allows local governments to regulate rent on any type of housing. Yes – 40.1% No – 59.9% Proposition 11 – Allows Private Ambulance Workers to Remain On-Call During Work Breaks Allow ambulance providers to require workers to remain on call during breaks paid. Yes – 59.9% No - 40.1% Proposition 12 – New Standards for Farm Animals Bans sale of meat from animals confined in spaces below specific sizes. Yes – 62.4% No - 37.6% STATE LEGISLATIVE RACES State Senate: In the biggest surprise of election, Senate Democrats picked up two seats previously held by Republicans in the Central Valley to take back the supermajority (27 members). It was known that Assemblymember Anna Caballero (D) had a good shot at defeating Rob Poythress (R) to replace termed out Senator Anthony Cannella (SD 12) and she defeated him 53.5 to 46.5%. In a major upset, incumbent Andy Vidak (R) was defeated by Melissa Hurtado (D) 54.7 to 45.3%. This race was not on anyone’s radar as it was not considered to be a contested seat. In a race that has yet to be decided, Senate Democrats appear to be on the verge of picking up another seat in Orange County. Senator Janet Nguyen (R) led former Assemblyman Tom Umberg (D) until the last week as unprocessed ballots were counted and reported. In a stunning turn of events, Umberg now leads Nguyen by 1,419 votes. There are roughly 338,000 unprocessed ballots left to count in this race. In another closely watched intra-party race, fellow Democrat Baldwin Park City Councilmember Susan Rubio beat former Assemblyman Mike Eng to replace Senator Ed Hernandez in SD 22. While Eng has long, deep political ties to the district (he is married to Congresswoman Judy Chu), Rubio is considered the moderate candidate and is the sister of Assemblymember Blanca Rubio, who is active in the Assembly Moderate Caucus. Senate Membership: 29 Democrats* and 1 Republicans *Assuming Umberg holds his lead over Nguyen. State Assembly: One race remains too close to call, but it is clear that Assembly Democrats significantly increased and cemented their supermajority status (a minimum of 54 members). The Democrats in the usual contested seats (Rudy Salas, Sharon Quirk-Silva and Al Muratsuchi) were all reelected. In the closest race of the night, Assemblywoman Sabrina Cervantes (D) had a three vote lead over Bill Essayli (R) the morning after the election but she ended up beating him 51.9 to 48.1% as votes were counted. Attachment B After holding their leads for a few days (and in some cases weeks) after the election, Republican Assemblymembers in contested districts began to fall. The first to lose his seat was Assemblymember Matthew Harper (AD 74), who would lose to Cottie Petrie-Norris (D) by five percentage points and roughly 9,300 votes. Next, Assemblymember Dante Acosta (AD 38) succumbed to Christy Smith (D) 51.2 to 48.8%. Until late last week, Assemblymember Catherine Baker led her challenger Rebecca Kauer-Kahan (D) but conceded the race over the weekend. AD 16 was the last Bay Area seat to be held by a Republican. Surprisingly, the sole legislative race that remains too close to call is in AD 77 where Assemblymember Brian Maienschein (R), who is well liked and respected by both parties, is currently leading challenger Sunday Gover, by 2,563 votes. San Diego County reports that are 112,000 ballots yet to be counted. The Democrats easily picked up AD 76, previously held by Rocky Chavez (R), as no Republican candidate advanced to the General Election. Tasha Boerner-Horvath beat fellow Democrat Elizabeth Warren. James Ramos (D) defeated Henry Nickel (R) in AD 40, which was previously head by moderate Republican Mark Steinorth. Assembly Membership: 59 Democrats and 21 Republicans* *Assuming Maienschein holds his lead. Should he lose the seat, the Assembly Democrats will have 60 seats, six more than is needed for the 54-vote supermajority threshold. CONGRESSIONAL RACES As was widely predicted, long time Senator Dianne Feinstein (D) beat State Senator Kevin de Leon although by a smaller than expected margin of 54.4 to 45.6% There were a number of high profile congressional races that played a role in the Democrats taking control of the US House of Representatives. In CD 25, Republican Congressman Steve Knight lost to millennial candidate Kate Hill (D) 46.4 to 53.63%. In CD 48, newcomer Harley Rouda (D) beat longtime Congressman and staunch Trump supporter Dana Rohrbacher (R) 53.3 to 46.7%. In a seat vacated by Congressman Darrell Issa (CD 49), Mike Levin (D) defeated Board of Equalization (BOE) member and former Assemblywoman Diane Harkey (R) 56 to 44%. Just like their state counterparts, Congressional Republicans continued to hemorrhage members in the days and weeks after the election. In CD 10, Congressman Jeff Denham (R) lost his election night lead to ultimately lose to Josh Harder 48.4 to 51.6%. Congresswoman Mimi Walters (CD 45) would suffer the same fate as she lost to Katie Porter 48.3 to 51.7%. CD 21, an open seat, Young Kim (R) would to go on to lose to Gil Cisneros (D) 48.8 to 51.2%. In CD 21, Congressman David Valadao (R) maintains a 969 vote lead over TJ Cox (D) but there are still 51,100 outstanding votes left to count so this race is not yet decided. Republican Congressman Duncan Hunter (CD 50) won his race to stem the tide of the “Blue Wave” in California. Attachment B 2019 PROPOSED FEDERAL LEGISLATIVE PLATFORM Contra Costa County January 22, 2019 Attachment C Proposed 2019 Federal Platform 2 2019 FEDERAL LEGISLATIVE PLATFORM CONTRA COSTA COUNTY Each year, the Board of Supervisors adopts a Federal Legislative Platform that establishes priorities and policy positions with regard to potential federal legislation and regulation. FEDERAL FUNDING NEEDS The following list is a preliminary ranking in priority order. Adjustments to the priority order may be appropriate once the President releases a budget. The current priority ranking gives preference to those projects that we know will not be included in the President’s budget, with lower priority to Army Corps of Engineers projects which may be in the budget. Also, Army Corps project requests will be adjusted to be consistent with Corps capability. 1. Delta LTMS-Pinole Shoal Management, CA – $4,500,000 for the Army Corps of Engineers to continue a Long Term Management Strategy (LTMS) for levee rehabilitation, dredging and sediment reuse in the Delta, similar to the effort completed in the Bay area. Levee work, reuse of dredged sediments, dredging and other activities have been difficult to accomplish due to permitting problems and a divergence of priorities related to water quality. Significant l evee rehabilitation is critical to the long term stability of these levees and to water quality and supply for the 23 million Californians who depend upon this water. Stakeholders from the Department of Water Resources, Ports, Army Corps, levee reclamation districts, local governments and other interested parties are participating in the LTMS. A Sediment or Dredged Material Management Office will be established, and in the longer term, preparation of a Sediment Management Plan will consider beneficial reuse of dredged materials as one potential source of sediment for levees. (Note: $500,000 appropriated for FFY 2005; $225,000 for FFY 2006; $500,000 for FFY 2007; $462,000 for FFY 2008; $235,000 for FFY 2009; $100,000 for FFY 2010; $0 FFY 2011-2013; $930,000 FFY 2014.) 2. Mt. Diablo Mercury Mine Clean-up – $483,000 for the Army Corps of Engineers to complete the Technical Planning Process for the clean-up project at the source and downstream area of the Mt. Diablo Mercury Mine. The project will clean up the mine in a cost effective, environmentally- sound manner with minimal liability exposure for the County and involving all stakeholders through an open community-based process. The Corps initiated a Technical Planning Process in June 2008 to develop a preliminary remediation plan, identify applicable permit and environmental data requirements and complete a data collection and documentation program for the clean-up of the area impacted by the Mt. Diablo Mercury Mine. Several phases of the planning process have been completed, and this appropriation will allow the Corps to continue the planning process , which will include looking at watershed issues downstream of the mercury mine. The mine site is located on private property on the northeast slope of Mt. Diablo at the upper end of the Marsh Creek watershed. (Note: $517,000 appropriated in FFY 2008. We would also like to continue our request to expand the authority of the Corps through the Restoration of Abandoned Mines Sites (RAMS) program to go beyond planning work and construct remediation projects. This would be accomplished with the addition of language in a future Water Resources Development Act bill.) Attachment C Proposed 2019 Federal Platform 3 3. CALFED Bay Delta Reauthorization Act Levee Stability Improvement Program (LSIP) – $8,000,000 for the Army Corps of Engineers for levee rehabilitation planning and project implementation. The CALFED Reauthorization Act, passed in January 2004, authorized $90 million, which may be appropriated for levee rehabilitation work. The Corps has prepared a “180- Day Report” which identifies projects and determines how these funds would be spent. Since that time, the breakdown of CALFED, coupled with the Army Corps’ attempts to define an appropriate and streamlined process, has delayed funding and resultant levee work. (Note: $500,000 appropriated for FFY 2006; $400,000 for FFY 2007; $4.92M for FFY 2008; $4.844M for FFY 2010.) 4. Suisun Bay Channel/New York Slough Maintenance Dredging – $8,700,000 for the Army Corps of Engineers for maintenance dredging of this channel to the authorized depth of minus 35 feet. Continued maintenance is essential for safe transport of crude oil and other bulk materials through the San Francisco Bay, along the Carquinez Straits and into the Sacramento/San Joaquin Delta. Dredging for this channel section is particularly costly due to requirements on placement of dredged materials in upland environments. An oil tanker ran aground in early 2001 due to severe shoaling in a section of this channel, which creates a greater potential for oil spills (Note: $4.559 M appropriated for FFY 2005; $4.619M for FFY 2006; $2.82M for FFY 2007; $2.856M for FFY 2008; $2.768M for FFY 2009; $3.819M for FFY 2010; $2.715M for FFY 2012; $2.495M for FFY 2013; $2.026M for FFY 2014.) 5. San Pablo/Mare Island Strait/Pinole Shoal Channel Maintenance Dredging – $8,400,000 for the Army Corps of Engineers for maintenance dredging of the channel to the authorized depth of minus 35 feet. The Pinole Shoal channel is a major arterial for vessel transport through the San Francisco Bay region, serving oil refineries and bulk cargo which is transported as far east as Sacramento and Stockton. (Note: $1M appropriated for FFY 2005; $2.988M for FFY 2006; $896,000 for FFY 2007; $1.696M for FFY 2008; $1.058M for FFY 2009; $2.518M for FFY 2010; $3.402M for FFY 2012; $499,000 for FFY 2013; $780,000 for FFY 2014.) 6. San Francisco to Stockton (J. F. Baldwin and Stockton Channels) Ship Channel Deepening – $2,700,000 for the Army Corps of Engineers to continue the Deepening Project. Deepening and minor realignment of this channel will allow for operational efficiencies for many different industries, an increase in waterborne goods movement, reduced congestion on roadways, and air quality benefits. This work focused on establishing economic benefit to the nation and initial salinity modeling in the channel sections. The following steps include detailed channel design, environmental documentation, cost analysis, additional modeling, and dredged material disposal options. This project continues to have enormous implications for oil refineries, ports, and other industries that depend on safe ship transport through the channel. (Note: $500,000 appropriated for FFY 2005; $200,000 for FFY 2006; $200,000 for FFY 2007; $403,000 for FFY 2008; $1.34M for FFY 2009; $0 for FFY 2010; $0 for FFY 2011; $800,000 for FFY 2012; $1,546,900 for FFY 2013; $800,000 for FFY 2014.) With respect to any proposed federal Infrastructure bill, the County would support legislative language that includes infrastructure projects for all elements of stormwater: regional scale flood protection infrastructure (usually operated by flood control districts), local scale storm drain pipes (operated by cities and counties), storm water quality treatment facilities (operated by cities and counties), and groundwater recharge (often operated by special districts, but also cities and counties). Attachment C Proposed 2019 Federal Platform 4 FEDERAL TRANSPORTATION NEEDS The following are priority transportation projects and programs for which federal funding is needed. 1. Vasco Road Safety Improvement Project -- $18 million for improvements to a 2.5-mile accident-prone section of Vasco Road. Project components include widening the roadway to accommodate a concrete median barrier and shoulders on either side of the barrier, construct ion of the barrier, and extension of an existing passing lane. The project will eliminate cross -median accidents which have caused numerous fatalities in recent years, and will provide increased opportunities for vehicles to safely pass (unsafe passing is a major cause of accidents and fatalities on this segment of the increasingly busy two-lane undivided road). The project will include provisions for wildlife undercrossings to preserve migration patterns. The proposed improvements will complement a $10 million project that was funded with American Recovery and Reinvestment Act funds and completed in 2011. 1.b Vasco Road Safety Improvement Project Continuation -- $30 million for improvements to the remaining 9 miles of accident-prone sections of Vasco Road. Alameda County has been working on constructing improvements in their jurisdiction and it would be desirable for the two counties to work together to complete the gap left in the concrete median barrier near the County line. In addition to completing this gap, Contra Costa desires to extend the concrete median barrier further north of the recently completed median barrier project to the Camino Diablo Road intersection. 2. North Richmond Truck Route -- $25 million to construct a new road or other alternate access improvements that will provide truck access between businesses and the Richmond Parkway, moving the truck traffic away from a residential neighborhood and elementary school. This project will increase safety, improve public health around the school and residential area by reducing diesel particulate emissions from those areas, increase livability of the neighborhood, improve local access to the Wildcat Creek Regional Trail, stimulate economic development in the industrial area of the community and provide a better route for trucks traveling to and from the Richmond Parkway. Several potential alignments have been identified, one of which was developed through a community planning process funded through an Environmental Justice planning grant from Caltrans. 3. Eastern Contra Costa Trail Network -- $11 million for joint planning, environmental review, right-of-way acquisition and construction of a coordinated network of trails for walking, bicycling and equestrian uses in eastern Contra Costa County including facilities and projects improving access to existing or planned transit stations. Eligible trails include, but are not limited to: (1) the Mokelumne Trail overcrossing of the State Route 4 Bypass ($6 million); (2) Contra Costa segments of the Great California Delta Trail ($3 million); (3) a transit supportive network of East Contra Costa trails in unincorporated County areas and the cities of Antioch, Brentwood, Oakley and Pittsburg ($1 million); and Marsh Creek Corridor Multi-Use Path ($1 million). 4. Brentwood Intermodal Transit Center (BITC) -- Project to improve access, and advance design and development of a transit center located in Brentwood, and serving Oakley, southeast Antioch, Discovery Bay and Brentwood. The BITC is proposed for Highway 4 between Lone Tree Way and Sand Creek Road and would be served initially by Tri Delta Transit. Access would be provided Attachment C Proposed 2019 Federal Platform 5 via an extension of Heidorn Ranch Road, and the multimodal Mokelumne Trail. A possible future extension of eBART from the Antioch Station would be considered later. 5. Iron Horse Corridor Enhancement Program -- $25 million for joint planning, environmental review, and the construction of improvements in the Iron Horse Trail Corridor, a 28 mile non - motorized facility used for commute and recreation purposes providing access to schools, recreational facilities, commercial areas, residences, and mass transit hubs. Eligible projects include corridor planning, trail access improvements, trail expansion/enhancements, overcrossings (7 overcrossings in 5 cities), intersection improvements, Class I trail inter-connectivity projects, the potential accommodation of shared/autonomous vehicles, and wayfinding/signage projects. 6. State Route 4 / Old River Bridge Study – $1,000,000 to work with San Joaquin County and the State of California on a study of improving or replacing the Old River Bridge along State Route 4 on the Contra Costa / San Joaquin County line. The study would determine a preferred alternative for expanding or replacing the existing bridge, which is part of State Route 4. The existing bridge is narrow, barely allowing two vehicles to pass each other, and is aligned on a difficult angle relative to the highway on either side, requiring motorists to make sharp turns onto and off of the bridge. The project would improve safety and traffic flow over the bridge. (Note: no appropriations for this project as yet.) 7. Kirker Pass Road Truck Climbing Lanes – $7 million for constructing northbound and $20 million for constructing southbound truck climbing lanes on Kirker Pass Road, a heavily used arterial linking residential areas in eastern Contra Costa with job centers and the freeway system in central Contra Costa. The truck climbing lanes are needed to improve traffic flow and will also have safety benefits. The $4.5 million will close a funding gap and augment secured funding: $6 million in Measure J (local sales tax measure) funds and $2.6 million in State Transportation Improvement Program funds. The $20 million is the total cost of the southbound truck climbing lane segment. 8. Vasco Road-Byron Highway Connector – $80 million for design, engineering and construction of an east-west connector road between two major arterials that link Contra Costa County with Alameda and San Joaquin Counties. The Vasco Road-Byron Highway Connector will improve traffic circulation and linkages in the southeastern portion of the County and will provide a new route for truck traffic that will remove a significant portion of truck trips which currently pass through the rural community of Byron. Vasco Road is designated as State Route 84, and Byron Highway is under study as the potential alignment for future State Route 239. 9. West Contra Costa High Capacity Transit Project: $10 million for environmental review and engineering activities for the options identified in the West Contra Costa Transportation Advisory Committee's West County High Capacity Transit Study. Tasks may include, but not necessarily be limited to, environmental review, and partial completion of engineering, evaluation and refinement of alignment and stations, development of capital and operating costs, land use/environmental justice analysis, completion of environmental review including appropriate mitigations, development of preliminary engineering, and public outreach. (Potential Programs: FTA – New Starts, FHWA/FTA Congestion Mitigation and Air Quality, BUILD Grant) Attachment C Proposed 2019 Federal Platform 6  Rural Road Funding Program – The County supports the creation of a new funding program that will provide funds for converting or upgrading rural roads into more modern and safer roads that can better handle increasing commuter traffic in growing areas, such as East County. These roads do not often compete well in current grant programs because they do not carry as many vehicles as roads in more congested urban or suburban areas. As a result, improvements such as widenings (turn lanes, clear zone/recovery areas, etc.), realignments, drainage improvements and intersection modifications often go unfunded, leaving such roads with operational and safety problems as well as insufficient capacity.  Transportation Funding for Disabled, Low-income, and Elderly Persons – Transit services for elderly, disabled, and low-income persons are provided by the County, by some cities, by all of the bus transit operators, and by many community organizations and non-profits that provide social services. Increased funding is needed to provide and maintain more service vehicles, operate them longer throughout the day, upgrade the vehicle fleet and dispatching systems, improve coordination between public providers and community groups that also provide such services to their clients (a need well-established by the Government Accountability Office), expand outreach programs to inform potential riders of the available services, and expedite deployment of efficient new technologies and systems, among other needs. The County supports continuation and increased funding levels for federal funding programs dedicated to transit services for these population groups and to incentivize improvements in service delivery models to take advantage of advances in mobile data. All of the demographic trends point to a growing need for such services in the future. The 65-and-older population in the Bay Area is projected to more than double by 2030. Surface Transportation Program/Highway Bridge Funding – The County supports the continuation of funding levels consistent with the Highway Bridge funding program in previous transportation funding bills that will provide funds for rehabilitating and replacing our aging bridges. The County has several aging bridges with deficient sufficiency ratings. Without federal transportation funding, these expensive projects would be deferred because they often exceed the County’s funding capacity. Many of the bridges are on critical commute corridors, goods movement corridors, inter-regional routes, and farm to market routes. Failure of these important transportation assets can cause major disruptions to the transportation network. The County would also support federal funding for the rehabilitation and replacement of rail bridges. In addition to the funding levels, the County also supports regulation changes that permit direct funding to local jurisdictions, bypassing the Federal Highway Administration and Caltrans Local Assistance. The goals of these changes are to:  Get federal transportation funding into the community as soon as possible to create and preserve jobs, both in the private sector and the public sector, in America;  Maximize purchasing power by eliminating the burdensome additional administrative process and cost associated with multiple layers of government between funding and construction of shovel ready improvement and maintenance projects; and  Fund the critical first and last part of each journey of goods, people, and services ‐ local roads of America ‐ providing certainty for businesses and laying the foundation for lasting economic growth. Attachment C Proposed 2019 Federal Platform 7 APPROPRIATIONS AND GRANTS – SUPPORT POSITIONS The following support positions are listed in alphabetic order and do not reflect priority order. Please note that new and revised positions are highlighted. 1. Buchanan Field Airport – The County approved a Master Plan for the Buchanan Field Airport in October 2008, which included a Business Plan for project implementation; all of which completed a previously approved Federal Aviation Regulation Part 150 Noise Study. The comprehensive planning effort has ideally positioned Buchanan Field Airport for future aviation (general aviation, corporate aviation and commercial airline service) and aviation-related opportunities. To facilitate the economic development potential, the Business Plan prioritizes necessary infrastructure improvements for Buchanan Field Airport (including development of a general aviation terminal/administration building and potential replacement of the 65 year old control tower). Further, as the Airport is surrounded by urban residential uses, enhancing the noise program infrastructure is deemed essential for balancing the aviation needs with those of the surrounding communities. The Federal government, primarily through the Federal Aviation Administration (FAA), provides funding for planning, analysis, and infrastructure improvements. The County will support funding in all these areas for protection and enhancement of our aviation facility and network. 2. Byron Airport – The Byron Airport is poised for future general and corporate aviation and aviation- related development, but that future growth and full build out of the airport as shown in the Master Plan is dependent upon utility and infrastructure improvements (such as improved road access and sewer and water connections) both on and around the Airport. The Byron Airport Business Plan prioritizes infrastructure and possible additional land acquisition to assist the Byron Airport in fulfilling its aviation and economic development potential. The Federal government, primarily through the Federal Aviation Administration (FAA), provides funding for planning, analysis, infrastructure improvements and aviation land acquisition. The County will support funding in all these areas for protection and enhancement of our aviation facility and network. 3. Energy Efficiency & Conservation Block Grant (EECBG) Program – Advocate/support funding up to or above the authorized amount of $2 billion for the EECBG Program established and authorized under the Energy Independence and Security Act (EISA) of 2007. The County’s ability to continue offering programs/services improving energy efficiency and conservation while also creating jobs is contingent upon additional federal funding being appropriated to the EECBG Program in 2012 and beyond. Contra Costa and other local governments have identified and designed many successful programs and financial incentives targeting both the private and public sector which are now being implemented using EECBG funding authorized through the ARRA of 2009. Funding for the EECBG program is necessary to ensure the nation’s local governments can continue their leadership in creating clean energy jobs, reducing energy consumption and curbing greenhouse gas emissions. 4. Multimodal National Freight Network – In 2015 the primary freight network was established pursuant to MAP-21. The County supports increases in dedicated freight funding as proposed in the National Freight Strategic Plan. The County will pursue grants and appropriations for 1) the Northern Waterfront Initiative – specifically, funding for a short-line railroad feasibility study for Attachment C Proposed 2019 Federal Platform 8 the Northern Waterfront Corridor and a Land-Use Cost-Benefit/Fiscalization study for the Northern Waterfront; and 2) consistent with the Draft National Freight Strategic Plan congestion reduction strategy, projects along the I-680 corridor. 5. Regional Habitat Planning and Conservation – $85 million to the U.S. Fish and Wildlife Service’s “Cooperative Endangered Species Conservation Fund” to keep pace with land costs and the increasing number of Habitat Conservation Plans (HCPs) throughout the country. The County will support funding for the Fund to be restored to $85 million, the 2010 funding level. This will provide much needed support to regional HCPs in California and nationally, including the East Contra Costa County HCP. Given the prolific growth in the number of regional HCPs, the Fund needs to be increased even more substantially in subsequent years. The East Contra Costa County HCP has been awarded $39.5 million from the Cooperative Endangered Species Conservation Fund in the past ten years and continuing this grant support is of vital importance to the successful implementation of that Plan. The County will pursue increasing appropriations to the Fund in partnership with the National HCP Coalition and will support requests of the California Habitat Conservation Planning Coalition to increase the Fund up to $85 million. 6. San Francisco Bay Improvement Act – $1 billion restoration bill authored by Congresswoman Jackie Speier in 2010 but not passed. The bill, if passed, will help finance restoration of more than 100,000 acres of the Bay's tidal wetlands. Funds from the bill would implement a restoration plan that was adopted in 1993. In addition to benefits for fish and wildlife, wetlands restoration will create new jobs and provide regional economic infusions, as well as protect against the effects of sea level rise on the Bay's shores. 7. Sacramento-San Joaquin Delta National Heritage Area – a bill authored by Senator Dianne Feinstein in 2010 but not passed. (H.R. 357, a companion bill in the House was reintroduced by Congressman Garamendi.) The bill, if passed, will authorize and fund a National Heritage Area (NHA) for the Sacramento-San Joaquin Delta. The NHA designation would be a first step in providing federal resources to agencies in the Delta for economic development and environmental protection. Contra Costa County supports the legislation and participated in a feasibility study for the NHA through our seat on the Delta Protection Commission, which completed the study in 2012. 8. Stormwater Program Funding - $2 million to fund additional compliance costs required by the Clean Water Act. The Regional Water Quality Control Board issues the County a Municipal Separate Storm Sewer System (MS4) permit every five years, requiring the County to remove pollutants from stormwater prior to entering the storm drain system. The County has a dedicated revenue source for funding stormwater services derived from an assessment on every parcel in the County, which generates about $3 million per year in the unincorporated communities. The Regional Board issued a new MS4 permit that will increase costs dramatically over the next five years, starting with a 25% increase and the following year by an increase of almost five times current costs. In 2012, the County attempted to increase the parcel assessment for stormwater services but the voters turned it down. The County needs additional funding through the Environmental Protection Agency, the source of the MS4 requirements, to help pay for compliance costs. Staff estimated the cost for compliance in 2018 at $5 million, which was $2 million more than budgeted. Attachment C Proposed 2019 Federal Platform 9 POLICY POSITIONS The following support positions are listed in alphabetic order and do not reflect priority order. Please note that new and revised policy positions are highlighted. Aging and Adult Services – Contra Costa County administers grants through the Area Agency on Aging (AAA). Through public and nonprofit agency contracts, the AAA provides many services annually for elderly county residents, including group (congregate) meals, rides to congregate meal sites, nutrition education sessions, home delivered meals, legal assistance, long term care ombudsman services, in home and respite registry services, home visiting and adult day care, family caregiver support, assessments for fall prevention and fall prevention exercise classes. The Older Californians Act provides Title III grants for community services and nutrition. The County will advocate for the following federal actions: a. OPPOSE the elimination or reduction of funding for the Older Americans Act and Programming. b. OPPOSE the elimination or cuts to the Elder Justice Act. The Elder Justice Act, as part of the Patient Protection and Affordable Care Act, provides federal resources to “prevent, detect, treat, understand, intervene in and, where appropriate, prosecute elder abuse, neglect and exploitation.” c. OPPOSE elimination and funding cuts to the Senior Community Service Employment Program, which is the nation’s oldest program that helps low-income, unemployed individuals aged 55+ years find work. d. SUPPORT funding for training and subsidized placement of seniors in jobs. e. SUPPORT funding for Adult Protective Services (APS) social workers (equivalent of Title IV-E program for Child Welfare social workers). f. SUPPORT additional Medicaid funding for In Home Supportive Services (IHSS). Affordable Housing and Homeless Programs – For Housing and Urban Development (HUD)’s Homeless Assistance Grants, including the Emergency Solutions Grant (ESG) Program, the County will support funding that does not include set-asides or other requirements that limit local communities’ ability to respond to the particular needs in their areas. For the Housing Assistance for People with AIDS (HOPWA) program, the County will support legislation to update the formula used to allocate HOPWA grants to reflect local housing costs as well as the number of AIDS cases. The County supports full funding for HUD homeless assistance programs, including the ESG Program, and funding for full implementation of the Homeless Emergency and Rapid Transition to Housing (HEARTH) Act of 2009. The County supports funding the National Affordable Housing Trust Fund. Resources made available through the Trust Fund should be accessible to local housing and community development agencies, including public housing authorities. The Housing Trust Fund should be used to complement and not supplant either the HOME or CDBG programs. Attachment C Proposed 2019 Federal Platform 10 Agricultural Pest and Disease Control – Agriculture and native environments in Contra Costa County continue to be threatened by a variety of invasive/exotic pests, diseases and non-native weeds. The Federal government provides funding for research, regulation, pest exclusion activities, survey and detection, pest management, weed control, public education and outreach. The County will support funding in all these areas for protection of our agricultural industry and open space. Consistent with the policy position, the County will also support legislat ion which would authorize and direct the USDA to provide state and local funding for High Risk Prevention programs (also called Pest Detection Funding). Beneficial Use of Dredged Materials – As the beneficial reuse of dredged materials has a clear public benefit, particularly in the Delta, the County will continue to support beneficial reuse in general and also continue to advocate for funding for a federal study to determine the feasibility of beneficial reuse, considering the benefits and impacts to water quality and water supply in the Delta, navigation, flood control damage, ecosystem restoration, and recreation. The study would include the feasibility of using Sherman Island as a rehandling site for the dredged material, for levee maintenance and/or ecosystem restoration. Language to authorize the study was included in the Water Resources and Development Act (WRDA) which was passed into law on November 8, 2007. Broadband – Consistent with CSAC policy, Contra Costa County will support the exp ansion of broadband (high speed internet service) to drive economic development and job opportunities, support county service delivery, and improve health, education and public safety outcomes for residents. For communities to realize these full benefits of broadband it must be capable of supporting current technology. Access and adoption are both necessary elements that should be supported in state and federal legislative or regulatory proposals. This entails the following: • Establishing and maintaining reliable broadband in unserved or underserved communities; • Promoting the knowledge, skills and behaviors that comprise digital literacy; • Making broadband affordable for all households; • Maximizing funding for infrastructure; and • Reducing infrastructure deployment barriers. Carbon Fee – Contra Costa County is committed to addressing the challenges of climate change by reducing local greenhouse gas emissions while improving community health. The County supports the concept of establishing a national price on carbon-based fuels to address the costs to society of emissions from those fuels. Census – OPPOSE any question that would restrict a full count in Contra Costa County by excluding or intimidating immigrants. SUPPORT efforts to canvass fully Hard-to-Count communities in Contra Costa County. Child Care – Research continues to show that quality, affordable childcare is a necessity to ensuring a family’s stability and economic success. Currently in Contra Costa County, there are over 10,000 low-income children eligible for affordable childcare services, yet only 29% of that need is met. Research also shows that in addition to a child’s long-term success with school and employment, investing in high-quality early care and education results in a hi gher than average Attachment C Proposed 2019 Federal Platform 11 return on investments in the areas of crime reduction and positive health, education and economic outcomes. With regards to childcare, the County will support efforts that ensure all children have access to quality care by expanding high quality learning opportunities for children 0-5, including but not limited to proposals such as:  An increase of over 100,000 new childcare slots and $12 billion over the next 10 years;  A focus on children and their families who are at or below 200% of poverty;  Financing through a new cost-sharing partnership with states, already a proven successful model with Head Start in Contra Costa County. The County will also advocate for the following federal actions:  Increase funding to support employment of low-income families through greater access to child care subsidies, and increase the access of children from eligible families to high - quality care that supports positive child development outcomes.  Provide flexibility at the state and local levels so that quality care can be balanced with access and parental choice.  Reauthorization of Head Start that includes consideration of a regional approach to determining eligibility and reforming the Head Start Designation Renewal System by suspending the use of the lowest 10 percent of the Classroom Assessment Scoring System trigger.  OPPOSE block granting Head Start and Early Head Start programs.  SUPPORT new comprehensive proposals that would enhance funding and development of early care and education infrastructure, including increasing supports, services, and increased compensation for the early education workforce.  SUPPORT expanding subsidized childcare and tax credits.  SUPPORT efforts that increase access to home visiting programs that are designed and implemented to support families in providing an environment that promotes healthy growth and development of young children. Child Support –The County will advocate for the following federal actions:  Eliminate the $25 fee for non-IV-A families.  Expand the ability of IV-D agencies to access health insurance records for the purpose of establishing and enforcing medical support. Attachment C Proposed 2019 Federal Platform 12  Expand data collection and methods of communicating with IV-D customers such as auto-dialing, email and SMS texting.  Expand child support enforcement methods or enhance existing child support enforcement methods.  SUPPORT increased funding for the IV-D program.  OPPOSE any efforts to reduce funding for the IV-D program.  OPPOSE any restriction of access to IV-D customer data.  OPPOSE any restriction to existing child support enforcement methods. Child Welfare and Well-being –The County will advocate for the following federal actions:  Provide states with financial incentives, as opposed to monetary penalties, under the Child and Family Services Reviews and minimize the significant administrative burden associated with the review process.  Modify the Federal Title IV-E Foster Care eligibility income standard from the current 1996 AFDC Federal Poverty Level (100% FPL) to be in line with (and follow) the Medicaid 138% FPL standard.  Increase prevention dollars to help maintain children safely in their own homes. Federal funding currently gives disproportional support to out-of-home care rather than to preventing children from coming into care.  Any increase in Federal Medical Assistance Percentage should include an associated increase in the Title IV-E matching rate to help support children in foster care.  OPPOSE the elimination or cuts to the Social Services Block Grant and the Adoption Assistance Program. Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG), and HOME Programs – The County’s ability to continue funding to a variety of nonprofit agencies that provide critical safety net services to lower income residents, including financing the development of affordable housing is threatened by further cuts as part of the Budget Control Act (Act) passed by Congress in July 2011. The Act established mandatory spending caps on most federal programs through 2021, and arranged additional across-the-board annual spending cuts to federal defense and non-defense discretionary (NDD) programs over this same period. Included in non-defense discretionary programs are critical local government oriented programs including the CDBG, ESG and HOME programs. These programs are successful and productive, leveraging significant funding from non-federal sources to help spur economic development. The Attachment C Proposed 2019 Federal Platform 13 County agrees that reducing the federal deficit is an important component of achieving long-term national economic stability, but targeting solely NDD programs like the CDBG, ESG and HOME programs will not achieve significant reductions and will hinder the County’s ability to provide critical services to its most vulnerable populations. The County will continue to oppose any further reductions in the CDBG, ESG and HOME programs as part of the Budget Control Act or any other means. Cost Shifts to Local and State Government – Contra Costa County performs many of its services and programs pursuant to federal direction and funding. Other services and programs are performed at the behest of the state, which receives funding through the federal government. In the past, the Administration’s budget has contained significant cuts to entitlement programs and/or caps on entitlements. Such actions could shift cost of services from the federal government to the state and/or local governments (and to the extent that costs would shift to the state, it is hi ghly likely that these would be passed on to the County). The County will oppose any actions that would result in cost shifts on federal entitlement programs or which would result on greater dependency on county funded programs. In addition, the County will support federal and state financial assistance to aid county and local government efforts to meet unfunded federal mandates, such as those contained in the National Response Plan (NRP), the National Infrastructure Protection Plan (NIPP), and the National Incident Management System. Criminal Justice and Mental Health – Contra Costa County supports the Mental Health and Safe Communities Act, which strengthens federal programs related to mental health in the criminal justice system by enhancing the ability of families and communities to identify mental illness; and the Comprehensive Justice and Mental Health Act, which would update the Mentally Ill Offender and Treatment Crime Reduction Act (MIOTCRA) and facilitate collaboration among the criminal justice, juvenile justice, mental health treatment, and substance use systems to ensure that people with mental illnesses receive the support they need. An increasing number of people with mental illnesses are coming into contact with the criminal justice system—with law enforcement, courts, jails and prisons, and probation and parole agencies—at a tremendous cost to taxpayers and public safety, as well as to these people and their families. According to a U.S. Department of Justice report, approximately 45 percent of people in federal prisons, 56 percent of people in state prisons, and 64 percent of people in local jails displayed symptoms of a mental health condition. The County will also support the mental health and criminal justice provisions in legislation that support and expand bipartisan initiatives across the country (including the Stepping Up initiative), such as specialized law enforcement training, mental health courts, and other collaborative responses to people in the criminal justice system who have mental health and substance use treatment needs. The County will also support legislation that provides resources for programs in correctional facilities, as well as resources to improve reentry outcomes for people with mental illnesses released from incarceration back into the community, and authorizing the creation of a specialized National Criminal Justice and Mental Health Training and Technical Assistance Center. Attachment C Proposed 2019 Federal Platform 14 Deferred Action for Childhood Arrivals – OPPOSE legislation and administrative actions to repeal DACA (Deferred Action for Childhood Arrivals) as well as legislation and administrative efforts that target individuals due to their color, religious affiliation or national origin. Delta Water Platform –To protect the Sacramento-San Joaquin Delta from various detrimental forces that are affecting its health and resources, it is the policy of Contra Costa County to support implementation of projects and actions that will help improve the Delta ecosystem and the economic conditions of the Delta. Contra Costa County has adopted a Delta Water Platform to identify and promote activities and policy positions that support the creation of a healthy Sacramento-San Joaquin Delta. Contra Costa County will use this Platform to guide its own actions and advocacy in other public venues regarding the future of the Delta. Designation of Indian Tribal Lands and Indian Gaming – The Board of Supervisors has endorsed the California State Association of Counties’ (CSAC) policy documents regarding development on tribal land and prerequisites to Indian gaming. These policy statements address local government concerns for such issues as the federal government’s ability to take lands into trust and thus remove them from local land use jurisdiction, absent the consent of the state and the affected county; the need for tribes to be responsible for all off-reservation impacts of their actions; and assurance that local government will be able to continue to meet its governmental responsibilities for the health, safety, environment, infrastructure and general welfare of all members of its communities. The County will continue to advocate for federal legislation and regulation that supports the CSAC policy documents. The County will also advocate for limitations on reservation shopping; tightening the definition of Class II gaming machines; assuring protection of the environment and public health and safety; and full mitigation of the off-reservation impacts of the trust land and its operations, including the increased cost of services and lost revenues to the County. The County will also advocate for greater transparency, accountability and appeal opportunities for local government in the decision-making processes that permit the establishment of Indian gaming facilities. This includes sequencing the processes so that the Indian Lands Determination comes first, prior to initiation of a trust land request and associated environmental review. The County will also consider support for federal action and/or legislation that allows Class III gaming at the existing gaming facility only if it can be shown that any change would result in a facility that would be unique in nature and the facility can demonstrate significant community benefits above and beyond the costs associated with mitigating community impacts. Economic Development Programs – Congress should fund all the complementary programs within HUD’s community and economic development toolkit, ensuring that HUD does not lose sight of the development component of its mission. To that end, the County will support continued funding for the Section 108 loan guarantee program, the Brownfields Economic Development Initiative and the Rural Housing and Economic Development program. The County will also advocate for equitable implementation of the Opportunity Zone incentive program in a way that preserves flexibility to meet local economic development goals. Each of these programs plays a Attachment C Proposed 2019 Federal Platform 15 unique role in building stronger, more economically viable communities, while enabling communities to leverage external financing in a way the CDBG program alone cannot do. Federal “Statewideness” Requirements – For many federally funded programs, there is a “statewideness” requirement; i.e., all counties must operate the specific program under the same rules and regulations. This can hamper the County’s ability to meet local needs, to be cost effective and to leverage the funding of one program to reduce costs in another program. Contra Costa County cannot negotiate for federal waivers or do things differently because it is not a state, yet its population is greater than seven states. Recognizing this is a very long-term effort, the County will advocate for relaxation of the “statewideness” rule to allow individual counties or a consortium of counties to receive direct waivers from the federal government and/or adopt the rules and regulations currently in use in another state for specific programs. Habitat Conservation Planning – The County will advocate for elevating the profile of locally controlled, regional Habitat Conservation Plans (HCPs) such as the East Contra Costa County HCP within Congress and Administration so that these critical federal/state/local partnerships can receive necessary attention and support. HCPs are flagship programs for the federal government and supporting effective implementation of approved HCPs should be a top priority for the U.S. Department of the Interior and U.S. Fish and Wildlife Service and HCPs should be a key tool in any federal climate change or economic stimulus legislation. Habitat Conservation Permitting and Permit Alignment – The County will advocate for and support efforts to align federal permits for natural resource impacts federal with permits already issued by the U.S Fish and Wildlife Service pursuant to a locally-controlled, regional Habitat Conservation Plan (HCP), such as East Contra Costa County HCP. One good example of this is the U.S. Army Corps’ issuance of Regional General Permit 1 which was designed to be consistent with the East Contra Costa County HCP. The alignment of permit requirements and processes improves the overall efficiency, predictability and effectiveness of natural resource regulation and project delivery. Health – The County will advocate for the following actions by the federal government: a) provide enhanced Medicaid FMAP (the "Federal Medical Assistance Percentage" for Medicaid. It is the federal matching rate for state Medicaid expenditures.); b) suspend the Medicare “clawback” rule; c) suspend the “60-day rule” that requires states to repay the federal government overpayments identified by the state prior to collection and even in instances where the state can never collect; d) ease the ability to cover those eligible for Medicaid by making documentation requirements less stringent; and e) prevent the implementation of the following seven federal regulations:  Outpatient hospital  Case Management  School Based Administration & Transportation  Public Provider Cost Limit  Graduate Medical Education  Rehabilitation Services Option  Provider Tax Attachment C Proposed 2019 Federal Platform 16 SUPPORT full funding of the Federal Medicaid program by the federal government. Medicaid provides access to health care for people whose income and resources are insufficient to pay for health care. It is jointly funded by Federal and State governments. The Patient Protection and Affordable Care Act (also known as the ACA) significantly expanded both eligibility for and federal funding of Medicaid. OPPOSE amendments to the ACA that would reduce support for Medicaid/Medi-Cal payments to providers. OPPOSE efforts to repeal the Affordable Care Act or to replace it with any proposals that represent significant, permanent structural alterations to current subsidized segments of the health care system. This would include proposals that would convert Medicaid enrollee categories to a per- capita cap model, thereby establishing hard federal funding caps for state Medicaid programs. These proposals could force the state to make cuts of its own to offset the loss of federal funding. Contra Costa’s entire Medi-Cal (Medicaid) population of approximately 250,000 people, including 90,000 children, could be affected as a result. OPPOSE new block-granting proposals, harsh cuts, or proposals that will significantly and/or permanently shift the structure of health and human service funding and programming that would lead to the restriction or elimination of safety-net programs. Reductions in federal human services funding and programming severely limits critical support for our community and state. Block grants often lead to decreases in funding that forces states to limit benefits for families, cap enrollment, and establish waitlists. These restrictions result in families who need these supports and services, not being able to access them, possibly leading them into deeper poverty and distress. OPPOSE federal legislation and administrative efforts to eliminate or reduce funding for essential public health services, inclusive of funding for immunization, HIV/Ryan White, Communicable Disease and Tuberculosis Control, Hansen’s Disease, Teen Pregnancy, Public Health Preparedness and Maternal Child Health Funding. OPPOSE changes to Title X Family Planning Program, officially known as Public Law 91-572 or “Population Research and Voluntary Family Planning Programs,” enacted in 1970, dedicated solely to providing individuals with comprehensive family planning and related preventive health services. OPPOSE federal legislation and administrative efforts to impose work requirement as a condition of Medicaid (Medi-Cal) eligibility. OPPOSE federal legislation and administrative efforts to privatize Medicaid. SUPPORT Medicaid (Medi-Cal) funding for same day mental health appointments. SUPPORT reauthorization of funding for HIV/Ryan White Care, Maternal Child Health Funding including Maternal Infant Early Childhood Home Visiting (MIECHV), and CHIP (Children’s Health Insurance Program). Attachment C Proposed 2019 Federal Platform 17 Homeless / Runaway Youth –The County will support continued investment in the Runaway and Homeless Youth Act to ensure that all youth have access to housing and other critical services. Homelessness among young people is a serious issue. Homeless youth, sometimes referred to as unaccompanied youth, are individuals who lack parental, foster or institutional care. Homeless youth are at a higher risk for physical abuse, sexual exploitation, mental health disabilities, substance abuse, and death. It is estimated that 5,000 unaccompanied youth die each year as a result of assault, illness, or suicide. In Contra Costa County youth under the age of 18 years make up approximately 11% of the homeless population and two thirds of those youth reside in shelters on any given night. Human Trafficking – Human Trafficking is the illegal recruitment, transportation, harboring, provision or obtaining of people (by force, fraud or coercion), typically for the purposes of forced labor or commercial sexual exploitation. Nearly 20.9 million people around the world fall victim to this multi-billion dollar industry. In the past year Contra Costa partners on a Federal human trafficking grant have served over 136 victims of human trafficking. Of those served 1,871 units of services were provided across 22 different categories of service such as legal services, protection and safety planning, family reunification and more. Women and girls are the predominant groups of people that are harmed by these actions. The County will advocate for the following federal actions to insure support and services for victims of human trafficking, and the systems that help them: • SUPPORT federal funding that effectively enables service providers to assist victims and law enforcement to prosecute traffickers. Because it takes a well-resourced multi-faceted approach to support victims and to insure traffickers are prosecuted support cross-system, comprehensive approaches to prevent human trafficking. • SUPPORT efforts that increase the level of training, awareness, and funding to address promising practices related to labor trafficking (including the hospitality industry, restaurants, etc.). Victims of trafficking may be found everywhere– some may be found working against their will in hotels/motels for long hours for little or no pay. Labor trafficking has been found in diverse labor settings including domestic work, restaurants, nail salons, small businesses, large farms, and factories. Interpersonal Violence – Interpersonal violence, often referred to as intimate partner violence, domestic violence or battering, is a pattern of behavior used to establish power and control over another person through fear and intimidation, often including the threat or use of violence. The abuse can take several forms: physical, emotional, sexual, and economic as well as threats, stalking/surveillance, isolation and intimidation. Although women are more likely to be targeted, anyone can be a victim of interpersonal violence including those in the LGBTQ communities, men, disabled persons, seniors, and elders. The County will advocate for the following federal actions:  OPPOSE any and all funding cuts, including but not limited to elimination of grant programs for violence prevention, human/labor trafficking, victim services, and/or issues related to interpersonal violence. In addition to OPPOSING any threats to cut or eliminate Department of Justice federal grants related to the Violence Against Women Act. Attachment C Proposed 2019 Federal Platform 18  SUPPORT efforts that increase access to cultural responsiveness and language support for victims of crime.  SUPPORT efforts that promote collaboration and coordination across systems; including the sharing of confidential or protected information in multidisciplinary team settings in order to increase support for survivors.  SUPPORT the sustainment and implementation/practice of the Hostile Environment Harassment and Liability for Discriminatory Housing Practices under the Fair Housing Act that protects housing access for victims of harassment and survivors of domestic violence.  SUPPORT efforts to protect employment rights for survivors of interpersonal violence.  SUPPORT efforts that promote training, capacity building and deeper understanding for students, educators and social service staff on trauma informed care, adverse childhood experiences, healthy workplaces and schools.  SUPPORT efforts that seek to provide support and services for individuals who experience secondary or vicarious trauma. We support efforts that seek to change the cultural norms that do not permit, encourage or openly engage staff to seek services. We believe that staff who are exposed to secondary trauma deserve to receive the same whole person care we advocate for on behalf of survivors. Levee Restoration and Repair – The County will support legislation such as H.R. 6484, the SAFE Levee Act (Garamendi) in 2012, which will authorize the U.S. Department of the Interior to invest in Delta levee repairs, for all levees that are publicly owned or publicly maintained. The bill also requires a cost-benefit analysis for the tunnel project being planned as part of the Bay-Delta Conservation Plan. Library Support – The County will support funding for the Institute of Museum and Library Services (IMLS), the primary source of federal support for the nation's approximately 120,000 libraries and 35,000 museums and related organizations. In recent years California has received more than $16M statewide. IMLS is the federal agency that distributes funds to state libraries who in turn fund statewide initiatives and competitive Library Services and Technology Act (LSTA) grants to public libraries. IMLS was at risk of being eliminated for FY’18 and may face a similar threat again. The Contra Costa County Library has received funding for Discover & Go, War Ink, STEAM, Career Online High School (COHS) scholarships, and numerous other programs and services over the years. The County will also support the reauthorization and funding for the Library Services and Technology Act (LSTA) including the Museum and Library Services Act (S. 2271), as the LTSA is the only federal program that exclusively provides funding for libraries. Low Income Home Energy Assistance Program (LIHEAP) - LIHEAP helps low-income families pay their heating bills. LIHEAP is a grant that offers assistance in the form of a cash grant, sent directly to the utility company, or a crisis grant for households in immediate danger of being without heat. Weatherization Assistance Program (WAP) enables low-income families to reduce Attachment C Proposed 2019 Federal Platform 19 their energy bills by making their homes more energy efficient. Funds are used to improve the energy performance of dwellings families in need, using the most advanced technologies and testing procedures available in the housing industry. The County will advocate for the following federal actions:  OPPOSE elimination and reduction in funding for the LIHEAP and WAP programs. Multi-Service Centers – The County will support federal funding for the establishment and operation of coordinated service integration models such as SparkPoint, Service Integration Teams, Family Resource Centers, or Family Justice Centers. Multi-service centers often co-locate county and non-profit agencies working holistically to meet the needs of families. Centers can help individuals and families address immediate financial crises, build financial security, address abuse and violence, provide accessible, coordinated public services, and may, engage families in resident-driven efforts to revitalize their communities. Municipal Securities – The County supports efforts to preserve, enhance and streamline the availability of tax-exempt financing to fund critical public infrastructure projects. For over 100 years, federal tax policy has granted a tax exemption on municipal bond interest to incentivize investment in local infrastructure projects. Also, the federal government has occasionally provided “direct subsidy bonds” that further mitigate borrowing costs to local government.  Preservation for the Tax-Exemption for Municipal Bonds: The County will support the continued exemption of municipal bond interest.  Opposition to Repeal of the “Tower Amendment” to the Securities Acts Amendments of 1975: The Tower Amendment to the Securities Acts Amendments of 1975 has prohibited the U.S. Securities and Exchange Commission (SEC) and the Municipal Securities Rulemaking Board (MSRB) from directly or indirectly regulating state and local government issuers of municipal securities prior to the sale of those securities. The County will oppose any repeal of the Tower Amendment which would impose an additional federal regulatory oversight burden on local government issuers, in recognition that the states already have such authority.  Private Activity Bonds for Government Buildings: The County will support legislation that would create a new category of private activity bonds for governments to join with private parties to help finance government buildings. The tax-exempt bonding mechanism would allow state and local governments to issue private activity bonds to finance the construction and upkeep of certain publically owned buildings. The County will support amending the federal tax code to provide another layer of tax-exempt financing that would encourage the use of public-private partnerships.  Amend the Internal Revenue Code of 1986 to Restore Advance Refunding: Tax Cuts and Jobs Act of 2017 (the “Tax Bill”) discontinued authorization for state and local governments to issue “advance refunding” bonds, which previously allows jurisdictions to refinance current debt at reduced interest rates. This was, in part, due to the belief that such authorization essentially allowed for “double dipping” by state and local entities. Under Attachment C Proposed 2019 Federal Platform 20 previous law, governmental bonds and 501(c)(3) bonds issued by state and local governments were permitted a single advance refunding. This allowed public issuers to take advantage of reductions in interest rates to realize billions of dollars in savings, which ultimately benefits taxpayers. Pension – The County will support legislation that would modify the Internal Revenue Code and corresponding regulations to permit public employees to make an irrevocable election between their current pension formula and a less rich pension formula. In 2006, Contra Costa County and the Deputy Sheriff’s Association jointly obtained state legislation that would allow members of the Association to make a one-time irrevocable election between their current pension formula and a less rich pension formula, called Tier C. Orange County and its labor organizations obtained similar legislation in 2009. However, neither County has been able to implement this state legislation because such elections currently have negative tax consequences for employees and for retirement plans under federal tax law as interpreted by the Internal Revenue Service. Like many local government entities nationwide, the County’s fiscal position would benefit greatly from reduced pension costs. Allowing local government entities to implement collective bargaining agreements and state legislation that permits employees to elect less rich pension formulas would be a significant step in reducing pension costs. Participation in Pension and Other Post Employment Benefit Costs – The County operates many programs on behalf of the federal government. While federal funding is available for on-going program operations, including employee salaries, the allocation is usually capped, regardless of actual costs. For pension and retiree health care costs, the County’s ability to contain costs is limited. The County will advocate for full federal financial participation in funding and pre- funding the County’s pension and retiree health obligations. Preservation of the federal deduction on State and Local Taxes (SALT)--The County opposes repeal of the federal income tax deduction on State and Local Taxes (SALT). Since 1913, the SALT deduction has been a deduction available to taxpayers in recognition that the portion of income deducted was spent on state and local public services such as public safety and transportation. In modern history, the SALT deduction has had a strong correlation to the mortgage interest deduction. This is because most homeowners pay property taxes on real property owned in their State, which are subsequently deducted using the SALT deduction on federal income taxes. For this reason, the SALT deduction can be viewed as a valuable financial benefit of homeownership. Repeal of the SALT deduction and the corresponding reduction in financial benefit of homeownership, could lead to a change in market prices of homes to “price in” the loss of the SALT deduction to homeowners. In California, ad valorem property taxes, which provide general purpose revenue to local governments, including cities and counties, is based on the assessed value of, among other things, residential homes. Should a repeal of the SALT deduction lead to a corresponding reduction in home values, local governments in California would be negatively impacted by reduced home values. Attachment C Proposed 2019 Federal Platform 21 Public Charge– The County will OPPOSE all proposed changes to the “Public Charge” rules, including but not limited to consideration of non-cash benefits such as CalFresh, non-Emergency Medi-Cal and CHIP, Section 8 housing vouchers and other housing assistance, and any childhood programs such as Head Start or federal school lunch programs. Public Housing Programs – The County will support legislation that results in the transformation of existing programs to improve their effectiveness and efficiency, in tandem with the design of new and innovative responses, both to build upon recent progress and address outstanding issues. The County will support legislation to protect the nation’s investment in Public Housing:  Enact affordable housing industry proposal to allow public housing agencies (PHAs) to voluntarily convert public housing units to Section 8 project-based rental assistance in order to preserve this vital component of the national infrastructure.  Oppose the Administration’s proposal to impose a $1 billion offset against the operating reserves of responsible, entrepreneurial PHAs.  Support the revitalization of severely distressed public housing units.  Address safety and security concerns connected to drug-related crime. The County will support legislation to preserve vital community and economic development programs:  Fully fund the Community Development Block Grant Program in order to create and save jobs, revitalize local economies, and support critical services for vulnerable populations.  Maintain funding for HUD’s cost-effective economic development tools. The County will support legislation to strengthen and simplify the Section 8 Rental Assistance programs:  Provide adequate funding for Housing Assistance Payment contract renewals and ongoing administrative fees.  Enact the Section Eight Voucher Reform Act (SEVRA).  Implement overdue regulatory and administrative revisions that ensure the efficient use of program funds. The County will support legislation to maintain and expand Affordable Housing opportunities and combat homelessness: Attachment C Proposed 2019 Federal Platform 22  Fully fund the Home Investment Partnerships Program and HUD’s homeless assistance programs, such as the Emergency Solutions Grant Program.  Capitalize the Housing Trust Fund through a revenue-neutral approach.  Preserve and strengthen the Low Income Housing Tax Credit Program.  Preserve the availability of tax-exempt Private Activity Bonds which are the most common form of financing of affordable multi-family housing projects. The County will support legislation to foster innovation, increase efficiency, and streamline the regulatory environment:  Promote reasonable and flexible federal oversight.  Incentivize green building and increased Energy Efficiency.  Support HUD’s ongoing transformation efforts.  Ensure that HUD releases and distributes federal funding in a timely manner.  Eliminate statutory and regulatory barriers that prevent PHAs and redevelopment authorities from accessing federal programs they are qualified to administer. Rail Safety – Contra Costa County is home to a substantial oil refinery industry with four refineries located in the County. The County supports Senator Heitkamp’s Railroad Emergency Services Preparedness, Operational Needs, and Safety Evaluation (RESPONSE) Act, S. 2547, which would establish a Federal Emergency Management Agency (FEMA) panel focused on railroad incident first responders. By bringing together under FEMA’s National Advisory Council all relevant agencies, emergency responders, technical experts, and the private sector for a review of training, resources, best practices, and unmet needs related to emergency responders to railroad hazmat incidents, the RESPONSE Act will begin the process of addressing shortcomings in existing emergency response practices and procedures. It will also address the effectiveness of funding levels related to training local emergency responders for rail hazardous materials incidents. The County also supports FEMA funding for the training of first responders, regulations that increase tank car safety standards for cars transporting crude oil and other hazardous materials, and regulations that require railroads to share data with state emergency managers and local responders. Restoring Net Neutrality –On June 11, 2018 the repeal of the FCC’s net neutrality rules went into effect. The good news is that consumers are unlikely to see changes to the internet service they buy today. The bad news is there’s now no "cop on the beat" and no enforceable protecti ons that are essential to ensuring open and nondiscriminatory access to online information. The repeal follows a December 2017 vote by the FCC to gut the net neutrality protections that limit the power of Internet Service Providers to slow websites, block mobile apps, or in any way control the information we access. Modern libraries rely on the free and open internet to collect, create and disseminate essential online information and services to the public. Attachment C Proposed 2019 Federal Platform 23 Second Chance Act – The County will support funding for the Second Chance Act, which helps counties address the growing population of individuals returning from prisons and jails. Despite massive increases in corrections spending in states and jails nationwide, recidivism rates remain high: half of all individuals released from state prison are re-incarcerated within three years. Here in California, unfortunately, the recidivism rate is even higher. Yet there is reason for hope: research shows that when individuals returning from prison or jail have access to key treatments, education, and housing services, recidivism rates go down and the families and communities they return to are stronger and safer. The Second Chance Act ensures that the tax dollars on corrections are better spent, and provides a much-needed response to the "revolving door" of people entering and leaving prison and jail. Sexual Assault –Sexual violence affects millions of Americans – nearly every 2 minutes an American is sexually assaulted. The County will advocate for the federal actions to insure support for victims and survivors of sexual assault. The County will support providing funding to services for victims of sexual violence, and encourage systemic change to aid survivors and those who serve them. In the wake of the federal government rescinding Title IX sexual assault guidelines that provide the framework for school investigations on campus sexual misconduct we must look to provide alternative resources to ensure the safety of women and girls in the community. Supplemental Nutrition Assistance Program (SNAP) – The County will advocate for the following federal actions:  Increase SNAP benefit amounts to better meet recipients’ nutritional needs and support local economies.  Adjust SNAP eligibility requirements to a) include currently excluded populations with significant need b) remove time limits and work requirements for Able-Bodied Adults Without Dependents (ABAWDS) and full-time students. ABAWDS and pertains to adults receiving food stamps who are considered employable.  OPPOSE funding cuts or block granting the SNAP program.  Remove the current federal barriers that prevent some nutrition programs from employing EBT technology.  SUPPORT efforts that would allow people to apply for CalFresh while incarcerated.  OPPOSE efforts to limit eligibility for individuals with certain criminal records or to impose additional work requirements on them for the CalFresh program.  OPPOSE federal legislation and administrative efforts to impose work requirements as a condition of SNAP (CalFresh) eligibility.  OPPOSE federal legislation and administrative efforts to move the SNAP program from the Department of Agriculture (with Congressional oversight) to a proposed new agency “Department of Health and Public Welfare,” with oversight by a proposed “Council on Public Assistance.” Streamlining Permitting for Critical Infrastructure, Economic Stimulus, and Alternative Energy Projects –“Green” Job Creation – Request that Congress and the Administration recognize the value of Habitat Conversation Plans (HCPs) as a reliable way of streamlining critical infrastructure, economic stimulus, and alternative energy project permitting in a manner that is Attachment C Proposed 2019 Federal Platform 24 consistent with federal environmental regulations. HCPs not only facilitate such projects through permit streamlining, but the planning, implementation, management, and monitoring needs associated with regional HCPs plans also create many quality “green” jobs. Telecommunications Act of 1996 Revisions – The Telecommunications Act of 1996 governs local government’s role in telecommunications, primarily broadband cable that uses the County’s right- of-way as well as consumer protections. As Congress works to update the Act, the County will continue to advocate for strengthening consumer protections and local government oversight of critical communications technologies; local access to affordable and reliable high speed broadband infrastructures to support the local economy; the right of local municipalities and communities to offer high-speed broadband access: coordination and integration of private communication resources for governmental emergency communication systems; preservation of local government’s franchise fees; preservation of the local community benefits, including but not limited to public, education and governmental (PEG) access channels; authority for provision of municipal telecommunication services; preservation of local police powers essential for health, safety and welfare of the citizenry; preservation of local government ownership and control of the local public rights-of-way; and support for ensuring that communication policy promotes affordable services for all Americans. The Community Broadband Act of 2007, S.1853, encourages the deployment of high speed networks by preserving the authority of local governments to offer community broadband infrastructure and services. The County will oppose all bills that do not address the County’s concerns unless appropriately amended. In addition, the Federal Communications Commission (FCC) has proposed rule-making (FCC Second Report and Order Docket 05-311 “Franchising Rules for Incumbents”) that, in the opinion of local government, goes beyond the scope of their authority in this area. The County will oppose all such rule making efforts. Telecommunications Issues – Support the Community Access Preservation (CAP) Act introduced in 2009 by Wisconsin Congresswoman Tammy Baldwin. The CAP Act addresses the challenges faced by public, educational and government (PEG) TV channels and community access television stations. The CAP Act addresses four immediate issues facing PEG channels. The CAP Act would: Allow PEG fees to be used for any PEG-related purpose; require PEG channels to be carried in the same manner as local broadcast channels; require the FCC to study the effect state video franchise laws have had on PEG; require operators in states that adopted statewide franchising to provide support equal to the greater of the support required under the state law or the support historically provided for PEG; and make cable television-related laws and regulations applicable to all landline video providers. In addition, the County should support the widespread deployment and adoption of broadband, especially as it serves to connect the educational community and libraries. Attachment C Proposed 2019 Federal Platform 25 Temporary Assistance for Needy Families – The County will advocate for the following federal actions:  Relieve states of work participation rate and work verification plan financial penalties for recessionary years in recognition of the serious downturn in the national economy and the succession of more “process-based” regulations.  SUPPORT policies that do not penalize work and movement towards financial stability. Families who are working and receiving modest cash assistance grants to supplement low earnings should not be subject to the federal time limit on assistance. Running the time limit clock while a parent is working and receiving such supplements means both that a family could lose assistance when it has exhausted its time-limited benefits and not be able to receive additional assistance if the parent loses his/her job. TANF should send a strong message to recipients that “work pa ys” – running the clock while a family is working undermines this message.  Allow temporary exemptions from time limits and work requirements for families confronting severe employment barriers - including living in an area of high unemployment or are victims of abuse.  Permanently withdraw the August 8, 2008, proposal that would have repealed the regulation that enables states to claim caseload reduction credit for excess MOE expenditures.  Rescind the May 22, 2008, HHS guidance that effectively eliminated the ability of states to offer pre-assistance programs to new TANF applicants for up to four months.  Rescind the final Deficit Reduction Act regulation restricting allowable state maintenance- of-effort expenditures under TANF purposes 3 and 4.  End federal efforts to impose a national TANF error rate.  Reauthorize and increase the TANF Block Grant. The allocation of the block grant has not increased since 1997. Support funding TANF annually by an amount commensurate with the rate of inflation to ensure that the program’s actual value does not decrease each year.  Oppose changes to TANF that will require counties to invest new funds to administer the program. Veterans Benefits – The County will support legislation to increase availability, accessibility, and utilization of Veterans Benefits. Within Contra Costa County, Veterans’ health care is provided by the VA Martinez Clinic, a division of the VA Northern California Healthcare System. Currently, access to enrollment in the VA healthcare system is limited to Veterans with a Service Connected disability of greater than 10%, special eligibility criteria (Purple Heart, former POW, Iraq & Afghanistan Vets within 5 years of discharge, etc.), and to Veterans with an annual gross Attachment C Proposed 2019 Federal Platform 26 income less than a geographically based threshold. Currently, VA emergency services are not available after hours or during weekends. The nearest VA emergency room is nearly 34 miles away from the VA Martinez Clinic. The County will support legislation that would expand enrollment eligibility (such as removing the income limit criteria) to all Veterans with an honorable discharge. Furthermore, the County will support legislation that would establish 24 hour VA emergency services at the VA Martinez clinic. In addition, the County will support legislation that will improve the timeliness and quality of both VA benefits claim decisions and VA healthcare services. Specifically, legislation that works toward improving on the expedited processing of claims and administering of benefits to populations with unique needs, such as homeless Veterans, Women Veterans, and Veterans experiencing service related Posttraumatic Stress Disorder. Veterans Halls – The County will support legislation to provide America’s veterans organizations with resources to make necessary repairs to or replacement of their meeting halls and facilities. Across America, the meeting halls and posts of Veterans Service Organizations such as the American Legion and Veterans of Foreign Wars serve as unofficial community centers. Unfortunately, many of these facilities are not compliant with Americans with Disabilities Act accessibility standards, are not earthquake retrofitted, or have deteriorated in recent years due to declining membership and reduced rental revenues as a result of the economic downturn. The County will support legislation that would create a competitive grant program for veterans’ organizations, classified by the IRS as 501c19 non-profit organizations and comprised primarily of past or present members of the United States Armed Forces and their family members, to use for repairs and improvements to their existing facilities. Volume Pricing – The National Association of Counties supports greater access for local governments to General Services Administration (GSA) contract schedules. These schedules provide volume pricing for state and local governments and make public sector procurement more cost effective. However, current law does not provide full access to state and local governments for GSA schedules. The County will support legislation that gives local governments access to these schedules and provides the option of purchasing law enforcement, security, and other related items at favorable GSA reduced pricing. Water Quality, Quantity and Delta Outflow – Congress may consider legislation that could adversely affect water quality, quantity and flows in the Sacramento-San Joaquin Delta to the detriment of the County residents, economy and resources. The Board of Supervisors will rely on its adopted Delta Water Platform and its adopted resolution on Water, Ecosystem Health and other Issues Related to the San Francisco Bay and the Sacramento –San Joaquin River Delta (No. 2012-46) to determine the appropriate response to federal legislative issues brought to the Board’s attention. Attachment C Proposed 2019 Federal Platform 27 Workforce Development – Contra Costa County supports policies that meet the needs of serving businesses, workers, job seekers, and youth. The County further supports policies under the Workforce Innovation & Opportunity Act (WIOA) that preserve local decision-making relative to spending, direction of work, and other functions of local workforce boards. The County also supports policies that promote equal employment opportunities for women and men in an effort to increase employment and the creation of jobs in both the public and private sector and that enhance business’ access to a qualified talent pool, and promote business growth through the development of a skilled workforce. The County also favors policies that provide increased funding to support job seeker services, as well as policies that make strategic investments to leverage existing funding in the workforce development arena. The County will OPPOSE cuts to WIOA funding and programming.  SUPPORT additional funding for Education, Training, Apprenticeships and Job Placement, with a focus on workforce skills of the future.  SUPPORT additional funding and incentives, such as loan forgiveness, for the health care workforce, where there is a growing gap between market demand and a trained workforce.  OPPOSE federal legislation and administrative efforts that would reduce the flexibility of state and county workforce development efforts, require additional administrative requirements and costs or reduce the amount of funding directly channeled to states and counties. Attachment C 2019 DRAFT PROPOSED FEDERAL LEGISLATIVE PLATFORM Contra Costa County December 10, 2018January 22, 2019 Attachment D DRAFT Proposed 2019 Federal Platform 2 20189 FEDERAL LEGISLATIVE PLATFORM CONTRA COSTA COUNTY Each year, the Board of Supervisors adopts a Federal Legislative Platform that establishes priorities and policy positions with regard to potential federal legislation and regulation. FEDERAL FUNDING NEEDS The following list is a preliminary ranking in priority order. Adjustments to the priority order may be appropriate once the President releases a budget. The current priority ranking gives preference to those projects that we know will not be included in the President’s budget, with lower priority to Army Corps of Engineers projects which may be in the budget. Also, Army Corps project requests will be adjusted to be consistent with Corps capability. 1. Delta LTMS-Pinole Shoal Management, CA – $4,500,000 for the Army Corps of Engineers to continue a Long Term Management Strategy (LTMS) for levee rehabilitation, dredging and sediment reuse in the Delta, similar to the effort completed in the Bay area. Levee work, reuse of dredged sediments, dredging and other activities have been difficult to accomplish due to permitting problems and a divergence of priorities related to water quality. Significant levee rehabilitation is critical to the long term stability of these levees and to water quality and supply for the 23 million Californians who depend upon this water. Stakeholders from the Department of Water Resources, Ports, Army Corps, levee reclamation districts, local governments and other interested parties are participating in the LTMS. A Sediment or Dredged Material Management Office will be established, and in the longer term, preparation of a Sediment Management Plan will consider beneficial reuse of dredged materials as one potential source of sediment for levees. (Note: $500,000 appropriated for FFY 2005; $225,000 for FFY 2006; $500,000 for FFY 2007; $462,000 for FFY 2008; $235,000 for FFY 2009; $100,000 for FFY 2010; $0 FFY 2011-2013; $930,000 FFY 2014.) 2. Mt. Diablo Mercury Mine Clean-up – $483,000 for the Army Corps of Engineers to complete the Technical Planning Process for the clean-up project at the source and downstream area of the Mt. Diablo Mercury Mine. The project will clean up the mine in a cost effective, environmentally- sound manner with minimal liability exposure for the County and involving all stakeholders through an open community-based process. The Corps initiated a Technical Planning Process in June 2008 to develop a preliminary remediation plan, identify applicable permit and environmental data requirements and complete a data collection and documentation program for the clean-up of the area impacted by the Mt. Diablo Mercury Mine. Several phases of the planning process have been completed, and this appropriation will allow the Corps to continue the planning process, which will include looking at watershed issues downstream of the mercury mine. The mine site is located on private property on the northeast slope of Mt. Diablo at the upper end of the Marsh Creek watershed. (Note: $517,000 appropriated in FFY 2008. We would also like to continue our request to expand the authority of the Corps through the Restoration of Abandoned Mines Sites (RAMS) program to go beyond planning work and construct remediation projects. This would be accomplished with the addition of language in a future Water Resources Development Act (WRDA) bill.) Attachment D DRAFT Proposed 2019 Federal Platform 3 3. CALFED Bay Delta Reauthorization Act Levee Stability Improvement Program (LSIP) – $8,000,000 for the Army Corps of Engineers for levee rehabilitation planning and project implementation. The CALFED Reauthorization Act, passed in January 2004, authorized $90 million, which may be appropriated for levee rehabilitation work. The Corps has prepared a “180- Day Report” which identifies projects and determines how these funds would be spent. Since that time, the breakdown of CALFED, coupled with the Army Corps’ attempts to define an appropriate and streamlined process, has delayed funding and resultant levee work. (Note: $500,000 appropriated for FFY 2006; $400,000 for FFY 2007; $4.92M for FFY 2008; $4.844M for FFY 2010.) 4. Suisun Bay Channel/New York Slough Maintenance Dredging – $8,700,000 for the Army Corps of Engineers for maintenance dredging of this channel to the authorized depth of minus 35 feet. Continued maintenance is essential for safe transport of crude oil and other bulk materials through the San Francisco Bay, along the Carquinez Straits and into the Sacramento/San Joaquin Delta. Dredging for this channel section is particularly costly due to requirements on placement of dredged materials in upland environments. An oil tanker ran aground in early 2001 due to severe shoaling in a section of this channel, which creates a greater potential for oil spills (Note: $4.559 M appropriated for FFY 2005; $4.619M for FFY 2006; $2.82M for FFY 2007; $2.856M for FFY 2008; $2.768M for FFY 2009; $3.819M for FFY 2010; $2.715M for FFY 2012; $2.495M for FFY 2013; $2.026M for FFY 2014.) 5. San Pablo/Mare Island Strait/Pinole Shoal Channel Maintenance Dredging – $8,400,000 for the Army Corps of Engineers for maintenance dredging of the channel to the authorized depth of minus 35 feet. The Pinole Shoal channel is a major arterial for vessel transport through the San Francisco Bay region, serving oil refineries and bulk cargo which is transported as far east as Sacramento and Stockton. (Note: $1M appropriated for FFY 2005; $2.988M for FFY 2006; $896,000 for FFY 2007; $1.696M for FFY 2008; $1.058M for FFY 2009; $2.518M for FFY 2010; $3.402M for FFY 2012; $499,000 for FFY 2013; $780,000 for FFY 2014.) 6. San Francisco to Stockton (J. F. Baldwin and Stockton Channels) Ship Channel Deepening – $2,700,000 for the Army Corps of Engineers to continue the Deepening Project. Deepening and minor realignment of this channel will allow for operational efficiencies for many different industries, an increase in waterborne goods movement, reduced congestion on roadways, and air quality benefits. This work focused on establishing economic benefit to the nation and initial salinity modeling in the channel sections. The following steps include detailed channel design, environmental documentation, cost analysis, additional modeling, and dredged material disposal options. This project continues to have enormous implications for oil refineries, ports, and other industries that depend on safe ship transport through the channel. (Note: $500,000 appropriated for FFY 2005; $200,000 for FFY 2006; $200,000 for FFY 2007; $403,000 for FFY 2008 ; $1.34M for FFY 2009; $0 for FFY 2010; $0 for FFY 2011; $800,000 for FFY 2012; $1,546,900 for FFY 2013; $800,000 for FFY 2014.) With respect to any proposed federal Infrastructure bill, the County would support legislative language that includes infrastructure projects for all elements of stormwater: regional scale flood protection infrastructure (usually operated by flood control districts), local scale storm drain pipes (operated by cities and counties), storm water quality treatment facilities (operated by cities and Attachment D DRAFT Proposed 2019 Federal Platform 4 counties), and groundwater recharge (often operated by special districts, but also cities and counties). FEDERAL TRANSPORTATION NEEDS The following are priority transportation projects and programs for which federal funding is needed. 1. Vasco Road Safety Improvement Project -- $18 million for improvements to a 2.5-mile accident-prone section of Vasco Road. Project components include widening the roadway to accommodate a concrete median barrier and shoulders on either side of the barrier, construction of the barrier, and extension of an existing passing lane. The project will eliminate cross-median accidents which have caused numerous fatalities in recent years, and will provide increased opportunities for vehicles to safely pass (unsafe passing is a major cause of accidents and fatalities on this segment of the increasingly busy two-lane undivided road). The project will include provisions for wildlife undercrossings to preserve migration patterns. The proposed improvements will complement a $10 million project that was funded with American Recovery and Reinvestment Act funds and completed in 2011. 1.b Vasco Road Safety Improvement Project Continuation -- $30 million for improvements to the remaining 9 miles of accident-prone sections of Vasco Road. Alameda County has been working on constructing improvements in their jurisdiction and it would be desirable for the two counties to work together to complete the gap left in the concrete median barrier near the County line. In addition to completing this gap, Contra Costa desires to extend the concrete median barrier further north of the recently completed median barrier project to the Camino Diablo Road intersection. 2. North Richmond Truck Route -- $25 million to construct a new road or other alternate access improvements that will provide truck access between businesses and the Richmond Parkway, moving the truck traffic away from a residential neighborhood and elementary school. This project will increase safety, improve public health around the school and residential area by reducing diesel particulate emissions from those areas, increase livability of the neighborhood, improve local access to the Wildcat Creek Regional Trail, stimulate economic development in the industrial area of the community and provide a better route for trucks traveling to and from the Richmond Parkway. Several potential alignments have been identified, one of which was developed through a community planning process funded through an Environmental Justice planning grant from Caltrans. 3. Eastern Contra Costa Trail Network -- $11 million for joint planning, environmental review, right-of-way acquisition and construction of a coordinated network of trails for walking, bicycling and equestrian uses in eastern Contra Costa County including facilities and projects improving access to existing or planned transit stations. Eligible trails include, but are not limited to: (1) the Mokelumne Trail overcrossing of the State Route 4 Bypass ($6 million); (2) Contra Costa segments of the Great California Delta Trail ($3 million); (3) a transit supportive network of East Contra Costa trails in unincorporated County areas and the cities of Antioch, Brentwood, Oakley and Pittsburg ($1 million); and Marsh Creek Corridor Multi-Use Path ($1 million). Attachment D DRAFT Proposed 2019 Federal Platform 5 4. Brentwood Intermodal Transit Center (BITC) -- Project to improve access, and advance design and development of a transit center located in Brentwood, and serving Oakley, southeast Antioch, Discovery Bay and Brentwood. The BITC is proposed for Highway 4 between Lone Tree Way and Sand Creek Road and would be served initially by Tri Delta Transit. Access would be provided via an extension of Heidorn Ranch Road, and the multimodal Mokelumne Trail. A possible future extension of eBART from the Antioch Station would be considered later. 5. Iron Horse Corridor Enhancement Program -- $25 million for joint planning, environmental review, and the construction of improvements in the Iron Horse Trail Corridor, a 28 mile non- motorized facility used for commute and recreation purposes providing access to schools, recreational facilities, commercial areas, residences, and mass transit hubs. Eligible projects include corridor planning, trail access improvements, trail expansion/enhancements, overcrossings (7 overcrossings in 5 cities), intersection improvements, Class I trail inter-connectivity projects, the potential accommodation of shared/autonomous vehicles, and wayfinding/signage projects. 6. State Route 4 / Old River Bridge Study – $1,000,000 to work with San Joaquin County and the State of California on a study of improving or replacing the Old River Bridge along State Route 4 on the Contra Costa / San Joaquin County line. The study would determine a preferred alternative for expanding or replacing the existing bridge, which is part of State Route 4. The existing bridge is narrow, barely allowing two vehicles to pass each other, and is aligned on a difficult angle relative to the highway on either side, requiring motorists to make sharp turns onto and off of the bridge. The project would improve safety and traffic flow over the bridge. (Note: no appropriations for this project as yet.) 7. Kirker Pass Road Truck Climbing Lanes – $7 million for constructing northbound and $20 million for constructing southbound truck climbing lanes on Kirker Pass Road, a heavily used arterial linking residential areas in eastern Contra Costa with job centers and the freeway system in central Contra Costa. The truck climbing lanes are needed to improve traffic flow and will also have safety benefits. The $4.5 million will close a funding gap and augment secured funding: $6 million in Measure J (local sales tax measure) funds and $2.6 million in State Transportation Improvement Program funds. The $20 million is the total cost of the southbound truck climbing lane segment. 8. Vasco Road-Byron Highway Connector – $80 million for design, engineering and construction of an east-west connector road between two major arterials that link Contra Costa County with Alameda and San Joaquin Counties. The Vasco Road-Byron Highway Connector will improve traffic circulation and linkages in the southeastern portion of the County and will provide a new route for truck traffic that will remove a significant portion of truck trips which currently pass through the rural community of Byron. Vasco Road is designated as State Route 84, and Byron Highway is under study as the potential alignment for future State Route 239. 9. West Contra Costa High Capacity Transit Project: $10 million for environmental review and engineering activities for the options identified in the West Contra Costa Transportation Advisory Committee's West County High Capacity Transit Study. Tasks may include, but not necessarily be limited to, environmental review, and partial completion of engineering, evaluation and refinement of alignment and stations, development of capital and operating costs, land use/environmental justice analysis, completion of environmental review including appropriate mitigations, development of Formatted: Underline, Highlight Formatted: Font: Not Bold, Highlight Formatted: Font: Bold, Not Italic, Highlight Formatted: Font: Not Italic, Highlight Attachment D DRAFT Proposed 2019 Federal Platform 6 preliminary engineering, and public outreach. (Potential Programs: FTA – New Starts, FHWA/FTA Congestion Mitigation and Air Quality, BUILD Grant)  Rural Road Funding Program – The County supports the creation of a new funding program that will provide funds for converting or upgrading rural roads into more modern and safer roads that can better handle increasing commuter traffic in growing areas, such as East County. These roads do not often compete well in current grant programs because they do not carry as many vehicles as roads in more congested urban or suburban areas. As a result, improvements such as widenings (turn lanes, clear zone/recovery areas, etc.), realignments, drainage improvements and intersection modifications often go unfunded, leaving such roads with operational and safety problems as well as insufficient capacity.  Transportation Funding for Disabled, Low-income, and Elderly Persons – Transit services for elderly, disabled, and low-income persons are provided by the County, by some cities, by all of the bus transit operators, and by many community organizations and non-profits that provide social services. Increased funding is needed to provide and maintain more service vehicles, operate them longer throughout the day, upgrade the vehicle fleet and dispatching systems, improve coordination between public providers and community groups that also provide such services to their clients (a need well-established by the Government Accountability Office (GAO)), expand outreach programs to inform potential riders of the available services, and expedite deployment of efficient new technologies and systems, among other needs. The County supports continuation and increased funding levels for federal funding programs dedicated to transit services for these population groups and to incentivize improvements in service delivery models to take advantage of advances in mobile data. All of the demographic trends point to a growing need for such services in the future. T. For example, the 65-and-older population in the Bay Area is projected to more than double by the year 2030.  Surface Transportation Program/Highway Bridge Funding – The County supports the continuation of funding levels consistent with the Highway Bridge funding program in previous transportation funding bills that will provide funds for rehabilitating and replacing our aging bridges. The County has several aging bridges with deficient sufficiency ratings. Without federal transportation funding, these expensive projects would be deferred because they often exceed the County’s funding capacity. Many of the bridges are on critical commute corridors, goods movement corridors, inter-regional routes, and farm to market routes. Failure of these important transportation assets can cause major disruptions to the transportation network. The County would also support federal funding for the rehabilitation and replacement of rail bridges. In addition to the funding levels, the County also supports regulation changes that permit direct funding to local jurisdictions, bypassing the Federal Highway Administration and Caltrans Local Assistance. The goals of these changes are to:  Get federal transportation funding into the community as soon as possible to create and preserve jobs, both in the private sector and the public sector, in America;  Formatted: Highlight Formatted: Font: Not Italic, Highlight Formatted: Normal, Justified, Bulleted + Level: 1 + Aligned at: 0" + Tab after: 0.25" + Indent at: 0.25" Formatted: Indent: Left: 1", No bullets or numbering Attachment D DRAFT Proposed 2019 Federal Platform 7  Maximize purchasing power by eliminating the burdensome additional administrative process and cost associated with multiple layers of government between funding and construction of shovel ready improvement and maintenance projects; and  Fund the critical first and last part of each journey of goods, people, and services ‐ local roads of America ‐ providing certainty for businesses and laying the foundation for lasting economic growth. APPROPRIATIONS AND GRANTS – SUPPORT POSITIONS The following support positions are listed in alphabetic order and do not reflect priority order. Please note that new and revised positions are highlighted. 1. Buchanan Field Airport – The County approved a Master Plan for the Buchanan Field Airport in October 2008, which included a Business Plan for project implementation; all of which completed a previously approved Federal Aviation Regulation Part 150 Noise Study. The comprehensive planning effort has ideally positioned Buchanan Field Airport for future aviation (general aviation, corporate aviation and commercial airline service) and aviation-related opportunities. To facilitate the economic development potential, the Business Plan prioritizes necessary infrastructure improvements for Buchanan Field Airport (including development of a general aviation terminal/administration building and potential replacement of the 65 year old control tower). Further, as the Airport is surrounded by urban residential uses, enhancing the noise program infrastructure is deemed essential for balancing the aviation needs with those of the surrounding communities. The Federal government, primarily through the Federal Aviation Administration (FAA), provides funding for planning, analysis, and infrastructure improvements. The County will support funding in all these areas for protection and enhancement of our aviation facility and network. 2. Byron Airport – The Byron Airport is poised for future general and corporate aviation and aviation- related development, but that future growth and full build out of the airport as shown in the Master Plan is dependent upon utility and infrastructure improvements (such as improved road access and sewer and water connections) both on and around the Airport. The Byron Airport Business Plan prioritizes infrastructure and possible additional land acquisition to assist the Byron Airport in fulfilling its aviation and economic development potential. The Federal government, primarily through the Federal Aviation Administration (FAA), provides funding for planning, analysis, infrastructure improvements and aviation land acquisition. The County will support funding in all these areas for protection and enhancement of our aviation facility and network. 3. Energy Efficiency & Conservation Block Grant (EECBG) Program – Advocate/support funding up to or above the authorized amount of $2 billion for the EECBG Program established and Formatted: Underline Formatted: Underline Formatted: Underline Attachment D DRAFT Proposed 2019 Federal Platform 8 authorized under the Energy Independence and Security Act (EISA) of 2007. The County’s ability to continue offering programs/services improving energy efficiency and conservation while also creating jobs is contingent upon additional federal funding being appropriated to the EECBG Program in 2012 and beyond. Contra Costa and other local governments have identified and designed many successful programs and financial incentives targeting both the private and public sector which are now being implemented using EECBG funding authorized through the ARRA of 2009. Funding for the EECBG program is necessary to ensure the nation’s local governments can continue their leadership in creating clean energy jobs, reducing energy consumption and curbing greenhouse gas emissions. 4. Multimodal National Freight Network – In 2015 the primary freight network was established pursuant to MAP-21. The County supports increases in dedicated freight funding as proposed in the National Freight Strategic Plan. The County will pursue grants and appropriations for 1) the Northern Waterfront Initiative – specifically, funding for a short-line railroad feasibility study for the Northern Waterfront Corridor and a Land-Use Cost-Benefit/Fiscalization study for the Northern Waterfront; and 2) consistent with the Draft National Freight Strategic Plan congestion reduction strategy, projects along the I-680 corridor. 5. Regional Habitat Planning and Conservation – $85 million to the U.S. Fish and Wildlife Service’s “Cooperative Endangered Species Conservation Fund” to keep pace with land costs and the increasing number of Habitat Conservation Plans (HCPs) throughout the country. The County will support funding for the Fund to be restored to $85 million, the 2010 funding level. This will provide much needed support to regional HCPs in California and nationally, including the East Contra Costa County HCP. Given the prolific growth in the number of regional HCPs, the Fund needs to be increased even more substantially in subsequent years. The East Contra Costa County HCP has received been awarded $379.5 million from the Cooperative Endangered Species Conservation Fund in the past ten years and continuing this grant support is of vital importance to the successful implementation of that Plan. The County will pursue increasing appropriations to the Fund in partnership with numerous the National HCP Coalition counties in northern and southern California and will support requests of the California Habitat Conservation Planning Coalition to increase the Fund up to $85 million. 6. San Francisco Bay Improvement Act – $1 billion restoration bill authored by Congresswoman Jackie Speier in 2010 but not passed. The bill, if passed, will help finance restoration of more than 100,000 acres of the Bay's tidal wetlands. Funds from the bill would implement a restoration plan that was adopted in 1993. In addition to benefits for fish and wildlife, wetlands restoration will create new jobs and provide regional economic infusions, as well as protect against the effects of sea level rise on the Bay's shores. 7. Sacramento-San Joaquin Delta National Heritage Area – a bill authored by Senator Dianne Feinstein in 2010 but not passed. (H.R. 357, a companion bill in the House was reintroduced by Congressman Garamendi.) The bill, if passed, will authorize and fund a National Heritage Area (NHA) for the Sacramento-San Joaquin Delta. The NHA designation would be a first step in providing federal resources to agencies in the Delta for economic development and environmental protection. Contra Costa County supports the legislation and participated in a feasibility study for the NHA through our seat on the Delta Protection Commission, which completed the study in 2012. Formatted: Underline Formatted: Underline Formatted: Underline Formatted: Underline Attachment D DRAFT Proposed 2019 Federal Platform 9 8. Stormwater Program Funding - $2 million to fund additional compliance costs required by the Clean Water Act. The Regional Water Quality Control Board issues the County a Municipal Separate Storm Sewer System (MS4) permit every five years, requiring the County to remove pollutants from stormwater prior to entering the storm drain system. The County has a dedicated revenue source for funding stormwater services derived from an assessment on every parcel in the County, which generates about $3 million per year in the unincorporated communities. The Regional Board issued a new MS4 permit that will increase costs dramatically over the next five years, starting with a 25% increase and the following year by an increase of almost five times current costs. In 2012, the County attempted to increase the parcel assessment for stormwater services but the voters turned it down. The County needs additional funding through the Environmental Protection Agency, the source of the MS4 requirements, to help pay for compliance costs. Staff estimateds the cost for compliance in 2018 at $5 million, which wais $2 million more than current budgeted. Formatted: Underline Formatted: Font: Not Italic Formatted: Font: Not Italic Formatted: Font: Not Italic Formatted: Font: Not Italic Attachment D DRAFT Proposed 2019 Federal Platform 10 POLICY POSITIONS The following support positions are listed in alphabetic order and do not reflect priority order. Please note that new and revised policy positions are highlighted. Aging and Adult Services – Contra Costa County administers grants through the Area Agency on Aging (AAA). Through public and nonprofit agency contracts, the AAA provides many services annually for elderly county residents, including group (congregate) meals, rides to congregate meal sites, nutrition education sessions, home delivered meals, legal assistance, long term care ombudsman services, in home and respite registry services, home visiting and adult day care, family caregiver support, assessments for fall prevention and fall prevention exercise classes. The Older Californians Act provides Title III grants for community services and nutrition. The County will advocate for the following federal actions: a. OPPOSE the elimination or reduction of funding for the Older Americans Act and Programming. b. OPPOSE the elimination or cuts to the Elder Justice Act. The Elder Justice Act, as part of the Patient Protection and Affordable Care Act, provides federal resources to “prevent, detect, treat, understand, intervene in and, where appropriate, prosecute elder abuse, neglect and exploitation.” c. OPPOSE elimination and funding cuts to the Senior Community Service Employment Program, which is the nation’s oldest program that helps low-income, unemployed individuals aged 55+ years find work. d. SUPPORT funding for training and subsidized placement of seniors in jobs. e. SUPPORT funding for Adult Protective Services (APS) social workers (equivalent of Title IV-E program for Child Welfare social workers). f. SUPPORT additional Medicaid funding for In Home Supportive Services (IHSS). c. Affordable Housing and Homeless Programs – For Housing and Urban Development (HUD)’s Homeless Assistance Grants, including the Emergency Solutions Grant (ESG) Program, the County will support funding that does not include set-asides or other requirements that limit local communities’ ability to respond to the particular needs in their areas. For the Housing Assistance for People with AIDS (HOPWA) program, the County will support legislation to update the formula used to allocate HOPWA grants to reflect local housing costs as well as the number of AIDS cases. The County supports full funding for HUD homeless assistance programs, including the ESG Program, and funding for full implementation of the Homeless Emergency and Rapid Transition to Housing (HEARTH) Act of 2009. The County supports funding the National Affordable Housing Trust Fund. Resources made available through the Trust Fund should be accessible to local housing and community development agencies, including public housing authorities. The Housing Trust Fund should be used to complement and not supplant either the HOME or CDBG programs. Formatted: Left Formatted: Highlight Formatted: Font: Times New Roman, Highlight Formatted: Highlight Formatted: Highlight Formatted: Highlight Formatted: Font: Times New Roman Formatted: Normal, Indent: Left: 0.75", No bullets or numbering Attachment D DRAFT Proposed 2019 Federal Platform 11 Agricultural Pest and Disease Control – Agriculture and native environments in Contra Costa County continue to be threatened by a variety of invasive/exotic pests, diseases and non-native weeds. The Federal government provides funding for research, regulation, pest exclusion activities, survey and detection, pest management, weed control, public education and outreach. The County will support funding in all these areas for protection of our agricultural industry and open space. Consistent with the policy position, the County will also support legislation which would authorize and direct the USDA to provide state and local funding for High Risk Prevention programs (also called Pest Detection Funding). Beneficial Use of Dredged Materials – As the beneficial reuse of dredged materials has a clear public benefit, particularly in the Delta, the County will continue to support beneficial reuse in general and also continue to advocate for funding for a federal study to determine the feasibility of beneficial reuse, considering the benefits and impacts to water quality and water supply in the Delta, navigation, flood control damage, ecosystem restoration, and recreation. The study would include the feasibility of using Sherman Island as a rehandling site for the dredged material, for levee maintenance and/or ecosystem restoration. Language to authorize the study was included in the Water Resources and Development Act (WRDA) which was passed into law on November 8, 2007. Broadband – Consistent with CSAC policy, Contra Costa County will support the expansion of broadband (high speed internet service) to drive economic development and job opportunities, support county service delivery, and improve health, education and public safety outcomes for residents. For communities to realize these full benefits of broadband it must be capable of supporting current technology. Access and adoption are both necessary elements that should be supported in state and federal legislative or regulatory proposals. This entails the following: • Establishing and maintaining reliable broadband in unserved or underserved communities; • Promoting the knowledge, skills and behaviors that comprise digital literacy; • Making broadband affordable for all households; • Maximizing funding for infrastructure; and • Reducing infrastructure deployment barriers. Carbon Fee – Contra Costa County is committed to addressing the challenges of climate change by reducing local greenhouse gas emissions while improving community health. The County supports the concept of establishing a national price on carbon-based fuels to address the costs to society of emissions from those fuels. Census – OPPOSE any question that would restrict a full count in Contra Costa County by excluding or intimidating immigrants. SUPPORT efforts to canvass fully Hard-to-Count communities in Contra Costa County. Child Care – Research continues to show that quality, affordable childcare is a necessity to ensuring a family’s stability and economic success. Currently in Contra Costa County, there are over 10,000 low-income children eligible for affordable childcare services, yet only 29% of that need is met. Research also shows that in addition to a child’s long-term success with school and employment, investing in high-quality early care and education results in a higher than average Formatted: Highlight Formatted: Font: Bold, Italic, Underline, Highlight Formatted: Highlight Attachment D DRAFT Proposed 2019 Federal Platform 12 return on investments in the areas of crime reduction and positive health, education and economic outcomes. With regards to childcare, the County will support efforts that ensure all children have access to quality care by expanding high quality learning opportunities for children 0-5, including but not limited to proposals such as:  An increase of over 100,000 new childcare slots and $12 billion over the next 10 years;  A focus on children and their families who are at or below 200% of poverty;  Financing through a new cost-sharing partnership with states, already a proven successful model with Head Start in Contra Costa County. The County will also advocate for the following federal actions:  Increase funding to support employment of low-income families through greater access to child care subsidies, and increase the access of children from eligible families to high- quality care that supports positive child development outcomes.  Provide flexibility at the state and local levels so that quality care can be balanced with access and parental choice.  Reauthorization of Head Start that includes consideration of a regional approach to determining eligibility and reforming the Head Start Designation Renewal System by suspending the use of the lowest 10 percent of the Classroom Assessment Scoring System trigger.  OPPOSE block granting Head Start and Early Head Start programs.  SUPPORT new comprehensive proposals that would enhance funding and development of early care and education infrastructure, including increasing supports, services, and increased compensation for the early education workforce.  SUPPORT expanding subsidized childcare and tax credits.  SUPPORT efforts that increase access to home visiting programs that are designed and implemented to support families in providing an environment that promotes healthy growth and development of young children. Child Support –The County will advocate for the following federal actions:  Eliminate the $25 fee for non-IV-A families.  Expand the ability of IV-D agencies to access health insurance records for the purpose of establishing and enforcing medical support. Formatted: List Paragraph, Left, No bullets or numbering Formatted: Highlight Formatted: List Paragraph, Left Formatted: Font: Times New Roman Formatted: Indent: Left: 0.5", No bullets or numbering Attachment D DRAFT Proposed 2019 Federal Platform 13  Expand data collection and methods of communicating with IV-D customers such as auto-dialing, email and SMS texting.  Expand child support enforcement methods or enhance existing child support enforcement methods.  SUPPORT increased funding for the IV-D program.  OPPOSE any efforts to reduce funding for the IV-D program.  OPPOSE any restriction of access to IV-D customer data.  OPPOSE any restriction to existing child support enforcement methods.  Restore the incentive match payments that were prohibited in the Deficit Reduction Act.  Allow the automatic use of cash medical support to reimburse Medicaid expenditures.  Allow IV-D agencies to access Health Insurance records for the purposes of Medical Support. Child Welfare and Well-being –The County will advocate for the following federal actions:  Provide states with financial incentives, as opposed to monetary penalties, under the Child and Family Services Reviews and minimize the significant administrative burden associated with the review process.  Modify the Federal Title IV-E Foster Care eligibility income standard from the current 1996 AFDC Federal Poverty Level (100% FPL) to be in line with (and follow) the Medicaid 138% FPL standard.  Increase prevention dollars to help maintain children safely in their own homes. Federal funding currently gives disproportional support to out-of-home care rather than to preventing children from coming into care.  Any increase in Federal Medical Assistance Percentage should include an associated increase in the Title IV-E matching rate to help support children in foster care.  OPPOSE The Family First Prevention Services Act for our Children, an Act that would curtail California’s Continuum of Care Reform (CCR) efforts and would result in poor outcomes for especially vulnerable abused and neglected children. Formatted: List Paragraph, Left, Space After: 8 pt, Don't add space between paragraphs of the same style, Line spacing: Multiple 1.08 li Formatted: Font: Times New Roman Formatted: Font: Times New Roman Formatted: Indent: Left: -0.25" Formatted: Normal Attachment D DRAFT Proposed 2019 Federal Platform 14  OPPOSE the elimination or cuts to the Social Services Block Grant and the Adoption Assistance Program. Community Development Block Grant (CDBG), Emergency Solutions Grant (ESG), and HOME Programs – The County’s ability to continue funding to a variety of nonprofit agencies that provide critical safety net services to lower income residents, including financing the development of affordable housing is threatened by further cuts as part of the Budget Control Act (Act) passed by Congress in July 2011. The Act established mandatory spending caps on most federal programs through 2021, and arranged additional across-the-board annual spending cuts to federal defense and non-defense discretionary (NDD) programs over this same period. Included in non-defense discretionary programs are critical local government oriented programs including the CDBG, ESG and HOME programs. These programs are successful and productive, leveraging significant funding from non-federal sources to help spur economic development. The County agrees that reducing the federal deficit is an important component of achieving long-term national economic stability, but targeting solely NDD programs like the CDBG, ESG and HOME programs will not achieve significant reductions and will hinder the County’s ability to provide critical services to its most vulnerable populations. The County will continue to oppose any further reductions in the CDBG, ESG and HOME programs as part of the Budget Control Act or any other means. Cost Shifts to Local and State Government – Contra Costa County performs many of its services and programs pursuant to federal direction and funding. Other services and programs are performed at the behest of the state, which receives funding through the federal government. In the past, the Administration’s budget has contained significant cuts to entitlement programs and/or caps on entitlements. Such actions could shift cost of services from the federal government to the state and/or local governments (and to the extent that costs would shift to the state, it is hi ghly likely that these would be passed on to the County). The County will oppose any actions that would result in cost shifts on federal entitlement programs or which would result on greater dependency on county funded programs. In addition, the County will support federal and state financial assistance to aid county and local government efforts to meet unfunded federal mandates, such as those contained in the National Response Plan (NRP), the National Infrastructure Protection Plan (NIPP), and the National Incident Management System. Criminal Justice and Mental Health – Contra Costa County supports the Mental Health and Safe Communities Act, which strengthens federal programs related to mental health in the criminal justice system by enhancing the ability of families and communities to identify mental illness; and the Comprehensive Justice and Mental Health Act, which would update the Mentally Ill Offender and Treatment Crime Reduction Act (MIOTCRA) and facilitate collaboration among the criminal justice, juvenile justice, mental health treatment, and substance use systems to ensure that people with mental illnesses receive the support they need. An increasing number of people with mental illnesses are coming into contact with the criminal justice system—with law enforcement, courts, jails and prisons, and probation and parole agencies—at a tremendous cost to taxpayers and public safety, as well as to these people and their families. According to a U.S. Department of Justice report, approximately 45 percent of people in Attachment D DRAFT Proposed 2019 Federal Platform 15 federal prisons, 56 percent of people in state prisons, and 64 percent of people in local jails displayed symptoms of a mental health condition. The County will also support the mental health and criminal justice provisions in legislation that support and expand bipartisan initiatives across the country (including the Stepping Up initiative), such as specialized law enforcement training, mental health courts, and other collaborative responses to people in the criminal justice system who have mental health and substance use treatment needs. The County will also support legislation that provides resources for programs in correctional facilities, as well as resources to improve reentry outcomes for people with mental illnesses released from incarceration back into the community, and authorizing the creation of a specialized National Criminal Justice and Mental Health Training and Technical Assistance Center. Deferred Action for Childhood Arrivals – OPPOSE legislation and administrative actions to repeal DACA (Deferred Action for Childhood Arrivals) as well as legislation and administrative efforts that target individuals due to their color, religious affiliation or national origin. Delta Water Platform –To protect the Sacramento-San Joaquin Delta from various detrimental forces that are affecting its health and resources, it is the policy of Contra Costa County to support implementation of projects and actions that will help improve the Delta ecosystem and the economic conditions of the Delta. Contra Costa County has adopted a Delta Water Platform to identify and promote activities and policy positions that support the creation of a healthy Sacramento-San Joaquin Delta. Contra Costa County will use this Platform to guide its own actions and advocacy in other public venues regarding the future of the Delta. Designation of Indian Tribal Lands and Indian Gaming – The Board of Supervisors has endorsed the California State Association of Counties’ (CSAC) policy documents regarding development on tribal land and prerequisites to Indian gaming. These policy statements address local government concerns for such issues as the federal government’s ability to take lands into trust and thus remove them from local land use jurisdiction, absent the consent of the state and the affected county; the need for tribes to be responsible for all off-reservation impacts of their actions; and assurance that local government will be able to continue to meet its governmental responsibilities for the health, safety, environment, infrastructure and general welfare of all members of its communities. The County will continue to advocate for federal legislation and regulation that supports the CSAC policy documents. The County will also advocate for limitations on reservation shopping; tightening the definition of Class II gaming machines; assuring protection of the environment and public health and safety; and full mitigation of the off-reservation impacts of the trust land and its operations, including the increased cost of services and lost revenues to the County. The County will also advocate for greater transparency, accountability and appeal opportunities for local government in the decision-making processes that permit the establishment of Indian gaming facilities. This includes sequencing the processes so that the Indian Lands Determination comes first, prior to initiation of a trust land request and associated environmental review. Attachment D DRAFT Proposed 2019 Federal Platform 16 The County will also consider support for federal action and/or legislation that allows Class III gaming at the existing gaming facility only if it can be shown that any change would result in a facility that would be unique in nature and the facility can demonstrate significant community benefits above and beyond the costs associated with mitigating community impacts. Economic Development Programs – Congress should fund all the complementary programs within HUD’s community and economic development toolkit, ensuring that HUD does not lose sight of the development component of its mission. To that end, the County will support continued funding for the Section 108 loan guarantee program, the Brownfields Economic Development Initiative and the Rural Housing and Economic Development program. The County will also advocate for equitable implementation of the Opportunity Zone incentive program in a way that preserves flexibility to meet local economic development goals. Each of these programs plays a unique role in building stronger, more economically viable communities, while enabling communities to leverage external financing in a way the CDBG program alone cannot do. Federal “Statewideness” Requirements – For many federally funded programs, there is a “statewideness” requirement; i.e., all counties must operate the specific program under the same rules and regulations. This can hamper the County’s ability to meet local needs, to be cost effective and to leverage the funding of one program to reduce costs in another program. Contra Costa County cannot negotiate for federal waivers or do things differently because it is not a state, yet its population is greater than seven states. Recognizing this is a very long-term effort, the County will advocate for relaxation of the “statewideness” rule to allow individual counties or a consortium of counties to receive direct waivers from the federal government and/or adopt the rules and regulations currently in use in another state for specific programs. Habitat Conservation Planning – The County will advocate for elevating the profile of locally controlled, regional Habitat Conservation Plans (HCPs) such as the East Contra Costa County HCP within Congress and Administration so that these critical federal/state/local partnerships can receive necessary attention and support. HCPs are flagship programs for the federal government and supporting effective implementation of approved HCPs should be a top priority for the U.S. Department of the Interior and U.S. Fish and Wildlife Service and HCPs should be a key tool in any federal climate change or economic stimulus legislation. Habitat Conservation Permitting and Permit Alignment – The County will advocate for and support efforts to align federal permits for natural resource impacts federal with permits already issued by the U.S Fish and Wildlife Service pursuant to a locally-controlled, regional Habitat Conservation Plan (HCP), such as East Contra Costa County HCP. One good example of this is the U.S. Army Corps’ issuance of Regional General Permit 1 which was designed to be consistent with the East Contra Costa County HCP. The alignment of permit requirements and processes improves the overall efficiency, predictability and effectiveness of natural resource regulation and project delivery. Health – The County will advocate for the following actions by the federal government: a) provide enhanced Medicaid FMAP (the "Federal Medical Assistance Percentage" for Medicaid. It is the federal matching rate for state Medicaid expenditures.); b) suspend the Medicare “clawback” rule; c) suspend the “60-day rule” that requires states to repay the federal government overpayments Formatted: Highlight Attachment D DRAFT Proposed 2019 Federal Platform 17 identified by the state prior to collection, and even in instances where the state can never collect; d) ease the ability to cover those eligible for Medicaid by making documentation requirements less stringent; and e) prevent the implementation of the following seven federal regulations:  Outpatient hospital  Case Management  School Based Administration & Transportation  Public Provider Cost Limit  Graduate Medical Education  Rehabilitation Services Option  Provider Tax SUPPORT full funding of the Federal Medicaid program by the federal government. Medicaid provides access to health care for people whose income and resources are insufficient to pay for health care. It is jointly funded by Federal and State governments. The Patient Protection and Affordable Care Act (also known as the ACA) significantly expanded both eligibility for and federal funding of Medicaid. OPPOSE amendments to the ACA that would reduce support for Medicaid/Medi-Cal payments to providers. OPPOSE efforts to repeal the Affordable Care Act or to replace it with any proposals that represent significant, permanent structural alterations to current subsidized segments of the health care system. This would include proposals that would convert Medicaid enrollee categories to a per- capita cap model, thereby establishing hard federal funding caps for state Medicaid programs. These proposals could force the state to make cuts of its own to offset the loss of federal funding. Contra Costa’s entire Medi-Cal (Medicaid) population of approximately 250,000 people, including 90,000 children, could be affected as a result. OPPOSE new block-granting proposals, harsh cuts, or proposals that will significantly and/or permanently shift the structure of health and human service funding and programming that would lead to the restriction or elimination of safety-net programs. Reductions in federal human services funding and programming severely limits critical support for our community and state. Block grants often lead to decreases in funding that forces states to limit benefits for families, cap enrollment, and establish waitlists. These restrictions result in families who need these supports and services, not being able to access them, possibly leading them into deeper poverty and distress. OPPOSE federal legislation and administrative efforts to eliminate or reduce funding for essential public health services, inclusive of funding for immunization, HIV/Ryan White, Communicable Disease and Tuberculosis Control, Hansen’s Disease, Teen Pregnancy, Public Health Preparedness and Maternal Child Health Funding. OPPOSE changes to Title X Family Planning Program, officially known as Public Law 91-572 or “Population Research and Voluntary Family Planning Programs,” enacted in 1970, dedicated solely to providing individuals with comprehensive family planning and related preventive health services. Formatted: Highlight Commented [LD1]: Women’s Commission input Attachment D DRAFT Proposed 2019 Federal Platform 18 OPPOSE federal legislation and administrative efforts to impose work requirement as a condition of Medicaid (Medi-Cal) eligibility. OPPOSE federal legislation and administrative efforts to privatize Medicaid. SUPPORT Medicaid (Medi-Cal) funding for same day mental health appointments. SUPPORT reauthorization of funding for HIV/Ryan White Care, Maternal Child Health Funding including Maternal Infant Early Childhood Home Visiting (MIECHV), and CHIP (Children’s Health Insurance Program). Homeless / Runaway Youth –The County will support continued investment in the Runaway and Homeless Youth Act to ensure that all youth have access to housing and other critical services. Homelessness among young people is a serious issue. Homeless youth, sometimes referred to as unaccompanied youth, are individuals who lack parental, foster or institutional care. Homeless youth are at a higher risk for physical abuse, sexual exploitation, mental health disabilities, substance abuse, and death. It is estimated that 5,000 unaccompanied youth die each year as a result of assault, illness, or suicide. In Contra Costa County youth under the age of 18 years make up approximately 11% of the homeless population and two thirds of those youth reside in shelters on any given night. Human Trafficking – Human Trafficking is the illegal recruitment, transportation, harboring, provision or obtaining of people (by force, fraud or coercion), typically for the purposes of forced labor or commercial sexual exploitation. Nearly 20.9 million people around the world fall victim to this multi-billion dollar industry. In the past year Contra Costa partners on a Federal human trafficking grant have served over 136 victims of human trafficking. Of those served 1,871 units of services were provided across 22 different categories of service such as legal services, protection and safety planning, family reunification and more. Women and girls are the predominant groups of people that are harmed by these actions. The County will advocate for the following federal actions to insure support and services for victims of human trafficking, and the systems that help them: • SUPPORT federal funding that effectively enables service providers to assist victims and law enforcement to prosecute traffickers. Because it takes a well-resourced multi-faceted approach to support victims and to insure traffickers are prosecuted support cross-system, comprehensive approaches to prevent human trafficking. • SUPPORT efforts that increase the level of training, awareness, and funding to address promising practices related to labor trafficking (including the hospitality industry, restaurants, etc.). Victims of trafficking may be found everywhere– some may be found working against their will in hotels/motels for long hours for little or no pay. Labor trafficking has been found in diverse labor settings including domestic work, restaurants, nail salons, small businesses, large farms, and factories. Formatted: Highlight Formatted: No bullets or numbering Formatted: No bullets or numbering Formatted: No bullets or numbering Formatted: Font: Not Italic Attachment D DRAFT Proposed 2019 Federal Platform 19 Interpersonal Violence – Interpersonal violence, often referred to as intimate partner violence, domestic violence or battering, is a pattern of behavior used to establish power and control over another person through fear and intimidation, often including the threat or use of violence. The abuse can take several forms: physical, emotional, sexual, and economic as well as threats, stalking/surveillance, isolation and intimidation. Although women are more likely to be targeted, anyone can be a victim of interpersonal violence including those in the LGBTQ communities, men, disabled persons, seniors, and elders. The County will advocate for the following federal actions:  OPPOSE any and all funding cuts, including but not limited to elimination of grant programs for violence prevention, human/labor trafficking, victim services, and/or issues related to interpersonal violence. In addition to OPPOSING any threats to cut or eliminate Department of Justice federal grants related to the Violence Against Women Act.  SUPPORT efforts that increase access to cultural responsiveness and language support for victims of crime.  SUPPORT efforts that promote collaboration and coordination across systems; including the sharing of confidential or protected information in multidisciplinary team settings in order to increase support for survivors.  SUPPORT the sustainment and implementation/practice of the Hostile Environment Harassment and Liability for Discriminatory Housing Practices under the Fair Housing Act that protects housing access for victims of harassment and survivors of domestic violence.  SUPPORT efforts to protect employment rights for survivors of interpersonal violence.  SUPPORT efforts that promote training, capacity building and deeper understanding for students, educators and social service staff on trauma informed care, adverse childhood experiences, healthy workplaces and schools.  SUPPORT efforts that seek to provide support and services for individuals who experience secondary or vicarious trauma. We support efforts that seek to change the cultural norms that do not permit, encourage or openly engage staff to seek services. We believe that staff who are exposed to secondary trauma deserve to receive the same whole person care we advocate for on behalf of survivors.  Levee Restoration and Repair – The County will support legislation such as H.R. 6484, the SAFE Levee Act (Garamendi) in 2012, which will authorize the U.S. Department of the Interior to invest in Delta levee repairs, for all levees that are publicly owned or publicly maintained. The bill also requires a cost-benefit analysis for the tunnel project being planned as part of the Bay-Delta Conservation Plan. Library Support – The County will support funding for the Institute of Museum and Library Services (IMLS), the primary source of federal support for the nation's approximately 120,000 Formatted: Underline Formatted: Font: Times New Roman Formatted: Left, Indent: Left: 0.5", No bullets or numbering Formatted: Highlight Formatted: Justified Formatted: Indent: Left: 0.5", No bullets or numbering Attachment D DRAFT Proposed 2019 Federal Platform 20 libraries and 35,000 museums and related organizations. In recent years California has received more than $16M statewide. IMLS is the federal agency that distributes funds to state libraries who in turn fund statewide initiatives and competitive Library Services and Technology Act (LSTA) grants to public libraries. IMLS was at risk of being eliminated for FY’18 and may face a similar threat again. The Contra Costa County Library has received funding for Discover & Go, War Ink, STEAM, Career Online High School (COHS) scholarships, and numerous other programs and services over the years. The County will also support the reauthorization and funding for the Library Services and Technology Act (LSTA) including the Museum and Library Services Act (S. 2271), as the LTSA is the only federal program that exclusively provides funding for libraries. Low Income Home Energy Assistance Program (LIHEAP) - LIHEAP helps low-income families pay their heating bills. LIHEAP is a grant that offers assistance in the form of a cash grant, sent directly to the utility company, or a crisis grant for households in immediate danger of being without heat. Weatherization Assistance Program (WAP) enables low-income families to reduce their energy bills by making their homes more energy efficient. Funds are used to improve the energy performance of dwellings families in need, using the most advanced technologies and testing procedures available in the housing industry. The County will advocate for the following federal actions:  OPPOSE elimination and reduction in funding for the LIHEAP and WAP programs. Multi-Service Centers – The County will support federal funding for the establishment and operation of coordinated service integration models such as SparkPoint, Service Integration Teams, Family Resource Centers, or Family Justice Centers. Multi-service centers often co-locate county and non-profit agencies working holistically to meet the needs of families. Centers can help individuals and families address immediate financial crises, build financial security, address abuse and violence, provide accessible, coordinated public services, and may, engage families in resident-driven efforts to revitalize their communities. Municipal Securities – The County supports efforts to preserve, enhance and streamline the availability of tax-exempt financing to fund critical public infrastructure projects. For over 100 years, federal tax policy has granted a tax exemption on municipal bond interest to incentivize investment in local infrastructure projects. Also, the federal government has occasionally provided “direct subsidy bonds” that further mitigate borrowing costs to local government.  Preservation for the Tax-Exemption for Municipal Bonds: The County will support the continued exemption of municipal bond interest.  Opposition to Repeal of the “Tower Amendment” to the Securities Acts Amendments of 1975: The Tower Amendment to the Securities Acts Amendments of 1975 has prohibited the U.S. Securities and Exchange Commission (SEC) and the Municipal Securities Rulemaking Board (MSRB) from directly or indirectly regulating state and local government issuers of municipal securities prior to the sale of those securities. The County will oppose any repeal of the Tower Amendment which would impose an additional federal Formatted: Highlight Attachment D DRAFT Proposed 2019 Federal Platform 21 regulatory oversight burden on local government issuers, in recognition that the states already have such authority.  Private Activity Bonds for Government Buildings: The County will support legislation that would create a new category of private activity bonds for governments to join with private parties to help finance government buildings. The tax-exempt bonding mechanism would allow state and local governments to issue private activity bonds to finance the construction and upkeep of certain publically owned buildings. The County will support amending the federal tax code to provide another layer of tax-exempt financing that would encourage the use of public-private partnerships.  Amend the Internal Revenue Code of 1986 to Restore Advance Refunding: Tax Cuts and Jobs Act of 2017 (the “Tax Bill”) discontinued authorization for state and local governments to issue “advance refunding” bonds, which previously allows jurisdictions to refinance current debt at reduced interest rates. This was, in part, due to the belief that such authorization essentially allowed for “double dipping” by state and local entities. Under previous law, governmental bonds and 501(c)(3) bonds issued by state and local governments were permitted a single advance refunding. This allowed public issuers to take advantage of reductions in interest rates to realize billions of dollars in savings, which ultimately benefits taxpayers. Pension – The County will support legislation that would modify the Internal Revenue Code and corresponding regulations to permit public employees to make an irrevocable election between their current pension formula and a less rich pension formula. In 2006, Contra Costa County and the Deputy Sheriff’s Association jointly obtained state legislation that would allow members of the Association to make a one-time irrevocable election between their current pension formula and a less rich pension formula, called Tier C. Orange County and its labor organizations obtained similar legislation in 2009. However, neither County has been able to implement this state legislation because such elections currently have negative tax consequences for employees and for retirement plans under federal tax law as interpreted by the Internal Revenue Service. Like many local government entities nationwide, the County’s fiscal position would benefit greatly from reduced pension costs. Allowing local government entities to implement collective bargaining agreements and state legislation that permits employees to elect less rich pension formulas would be a significant step in reducing pension costs. RetireeParticipation in Pension and Retiree Health CareOther Post Employment Benefit Costs – The County operates many programs on behalf of the federal government. While federal funding is available for on-going program operations, including employee salaries, the allocation is usually capped, regardless of actual costs. For retireepension and retiree health care costs, the County’s ability to contain costs is extremely limited. The County will advocate for full federal financial participation in funding and pre-funding the County’s retireepension and retiree health obligations. Attachment D DRAFT Proposed 2019 Federal Platform 22 Preservation of the federal deduction on State and Local Taxes (SALT)--The County opposes repeal of the federal income tax deduction on State and Local Taxes (SALT). Since 1913, the SALT deduction has been a deduction available to taxpayers in recognition that the portion of income deducted was spent on state and local public services such as public safety and transportation. In modern history, the SALT deduction has had a strong correlation to the mortgage interest deduction. This is because most homeowners pay property taxes on real property owned in their State, which are subsequently deducted using the SALT deduction on federal income taxes. For this reason, the SALT deduction can be viewed as a valuable financial benefit of homeownership. Repeal of the SALT deduction and the corresponding reduction in financial benefit of homeownership, could lead to a change in market prices of homes to “price in” the loss of the SALT deduction to homeowners. In California, ad valorem property taxes, which provide general purpose revenue to local governments, including cities and counties, is based on the assessed value of, among other things, residential homes. Should a repeal of the SALT deduction lead to a corresponding reduction in home values, local governments in California would be negatively impacted by reduced home values. Public Charge– The County will OPPOSE all proposed changes to the “Public Charge” rules, including but not limited to consideration of non-cash benefits such as CalFresh, non-Emergency Medi-Cal and CHIP, Section 8 housing vouchers and other housing assistance, and any childhood programs such as Head Start or federal school lunch programs. Public Housing Programs – The County will support legislation that results in the transformation of existing programs to improve their effectiveness and efficiency, in tandem with the design of new and innovative responses, both to build upon recent progress and address outstanding issues. The County will support legislation to protect the nation’s investment in Public Housing:  Enact affordable housing industry proposal to allow public housing agencies (PHAs) to voluntarily convert public housing units to Section 8 project-based rental assistance in order to preserve this vital component of the national infrastructure.  Oppose the Administration’s proposal to impose a $1 billion offset against the operating reserves of responsible, entrepreneurial PHAs.  Support the revitalization of severely distressed public housing units.  Address safety and security concerns connected to drug-related crime. The County will support legislation to preserve vital community and economic development programs: Formatted: Font: Not Italic Formatted: Font: Not Italic Formatted: Highlight Formatted: Highlight Commented [LD2]: Adopted by the BOS on 10/23/18 Formatted: Font: Not Bold, Not Italic, No underline Attachment D DRAFT Proposed 2019 Federal Platform 23  Fully fund the Community Development Block Grant Program in order to create and save jobs, revitalize local economies, and support critical services for vulnerable populations.  Maintain funding for HUD’s cost-effective economic development tools. The County will support legislation to strengthen and simplify the Section 8 Rental Assistance programs:  Provide adequate funding for Housing Assistance Payment contract renewals and ongoing administrative fees.  Enact the Section Eight Voucher Reform Act (SEVRA).  Implement overdue regulatory and administrative revisions that ensure the efficient use of program funds. The County will support legislation to maintain and expand Affordable Housing oOpportunities and combat homelessness:  Fully fund the Home Investment Partnerships Program and HUD’s homeless assistance programs, such as the Emergency Solutions Grant Program.  Capitalize the Housing Trust Fund through a revenue-neutral approach.  Preserve and strengthen the Low Income Housing Tax Credit Program.  Preserve the availability of tax-exempt Private Activity Bonds which are the most common form of financing of affordable multi-family housing projects. The County will support legislation to foster innovation, increase efficiency, and streamline the regulatory environment:  Promote reasonable and flexible federal oversight.  Incentivize green building and increased Energy Efficiency.  Support HUD’s ongoing transformation efforts.  Ensure that HUD releases and distributes federal funding in a timely manner.  Eliminate statutory and regulatory barriers that prevent PHAs and redevelopment authorities from accessing federal programs they are qualified to administer. Rail Safety – Contra Costa County is home to a substantial oil refinery industry with four refineries located in the County. The County supports Senator Heitkamp’s Railroad Emergency Services Preparedness, Operational Needs, and Safety Evaluation (RESPONSE) Act, S. 2547, which would establish a Federal Emergency Management Agency (FEMA) panel focused on railroad incident first responders. By bringing together under FEMA’s National Advisory Council all relevant agencies, emergency responders, technical experts, and the private sector for a review of training, Attachment D DRAFT Proposed 2019 Federal Platform 24 resources, best practices, and unmet needs related to emergency responders to railroad hazmat incidents, the RESPONSE Act will begin the process of addressing shortcomings in existing emergency response practices and procedures. It will also address the effectiveness of funding levels related to training local emergency responders for rail hazardous materials incidents. The County also supports FEMA funding for the training of first responders, regulations that increase tank car safety standards for cars transporting crude oil and other hazardous materials, and regulations that require railroads to share data with state emergency managers and local responders. Restoring Net Neutrality –On June 11, 2018 the repeal of the FCC’s net neutrality rules went into effect. The good news is that consumers are unlikely to see changes to the internet service they buy today. The bad news is there’s now no "cop on the beat" and no enforceable protecti ons that are essential to ensuring open and nondiscriminatory access to online information. The repeal follows a December 2017 vote by the FCC to gut the net neutrality protections that limit the power of Internet Service Providers to slow websites, block mobile apps, or in any way control the information we access. Modern libraries rely on the free and open internet to collect, create and disseminate essential online information and services to the public. Retiree and Retiree Health Care Costs – The County operates many programs on behalf of the federal government. While federal funding is available for on-going program operations, including employee salaries, the allocation is usually capped, regardless of actual costs. For retiree and retiree health care, the County’s ability to contain costs is extremely limited. The County will advocate for full federal financial participation in funding the County’s retiree and retiree health obligations. Second Chance Act – The County will support funding for the Second Chance Act, which helps counties address the growing population of individuals returning from prisons and jails. Despite massive increases in corrections spending in states and jails nationwide, recidivism rates remain high: half of all individuals released from state prison are re-incarcerated within three years. Here in California, unfortunately, the recidivism rate is even higher. Yet there is reason for hope: research shows that when individuals returning from prison or jail have access to key treatments, education, and housing services, recidivism rates go down and the families and communities they return to are stronger and safer. The Second Chance Act ensures that the tax dollars on corrections are better spent, and provides a much-needed response to the "revolving door" of people entering and leaving prison and jail. Sexual Assault –Sexual violence affects millions of Americans – nearly every 2 minutes an American is sexually assaulted. The County will advocate for the federal actions to insure support for victims and survivors of sexual assault. The County will support providing funding to services for victims of sexual violence, and encourage systemic change to aid survivors and those who serve them. In the wake of the federal government rescinding Title IX sexual assault guidelines that provide the framework for school investigations on campus sexual misconduct we must look to provide alternative resources to ensure the safety of women and girls in the community. Formatted: Font: Bold, Italic, Underline, Highlight Formatted: Highlight Formatted: Highlight Attachment D DRAFT Proposed 2019 Federal Platform 25 State Criminal Alien Assistance Program (SCAAP) – On May 23, 2012, the Department of Justice (DOJ) announced a change in the State Criminal Alien Assistance Program (SCAAP) that will prohibit SCAAP funds from being used to reimburse localities for foreign-born criminal aliens housed in jails that have been classified as “unknown inmates” by the Department of Homeland Security’s Immigration and Customs Enforcement (ICE) agency. This is a significant change to the SCAAP reimbursement formula and will heavily impact counties across the nation. The County will support the rescinding of this decision and a reinstatement of the previous reimbursement practice, which would more equitably reimburse jurisdictions for the costs of housing undocumented individuals, including those inmates whose status may be unknown to the Department of Homeland Security. Supplemental Nutrition Assistance Program (SNAP) – The County will advocate for the following federal actions:  Increase SNAP benefit amounts to better meet recipients’ nutritional needs and support local economies.  Adjust SNAP eligibility requirements to a) include currently excluded populations with significant need b) remove time limits and work requirements for Able-Bodied Adults Without Dependents (ABAWDS) and full-time students. ABAWDS and pertains to adults receiving food stamps who are considered employable.  OPPOSE funding cuts or block granting the SNAP program.  Remove the current federal barriers that prevent some nutrition programs from employing EBT technology.  SUPPORT efforts that would allow people to apply for CalFresh while incarcerated.  OPPOSE efforts to limit eligibility for individuals with certain criminal records or to impose additional work requirements on them for the CalFresh program.  OPPOSE federal legislation and administrative efforts to impose work requirements as a condition of SNAP (CalFresh) eligibility.  OPPOSE federal legislation and administrative efforts to move the SNAP program from the Department of Agriculture (with Congressional oversight) to a proposed new agency “Department of Health and Public Welfare,” with oversight by a proposed “Council on Public Assistance.”  Streamlining Permitting for Critical Infrastructure, Economic Stimulus, and Alternative Energy Projects –“Green” Job Creation – Request that Congress and the Administration recognize the value of Habitat Conversation Plans (HCPs) as a reliable way of streamlining critical infrastructure, economic stimulus, and alternative energy project permitting in a manner that is consistent with federal environmental regulations. HCPs not only facilitate such projects through permit streamlining, but the planning, implementation, management, and monitoring needs associated with regional HCPs plans also create many quality “green” jobs. Telecommunications Act of 1996 Revisions – The Telecommunications Act of 1996 governs local government’s role in telecommunications, primarily broadband cable that uses the County’s right- Formatted: Highlight Formatted: Font: Times New Roman, Highlight Formatted: Highlight Formatted: Highlight Attachment D DRAFT Proposed 2019 Federal Platform 26 of-way as well as consumer protections. As Congress works to update the Act, the County will continue to advocate for strengthening consumer protections and local government oversight of critical communications technologies; local access to affordable and reliable high speed broadband infrastructures to support the local economy; the right of local municipalities and communities to offer high-speed broadband access: coordination and integration of private communication resources for governmental emergency communication systems; preservation of local government’s franchise fees; preservation of the local community benefits, including but not limited to public, education and governmental (PEG) access channels; authority for provision of municipal telecommunication services; preservation of local police powers essential for health, safety and welfare of the citizenry; preservation of local government ownership and control of the local public rights-of-way; and support for ensuring that communication policy promotes affordable services for all Americans. The Community Broadband Act of 2007, S.1853, encourages the deployment of high speed networks by preserving the authority of local governments to offer community broadband infrastructure and services. The County will oppose all bills that do not address the County’s concerns unless appropriately amended. In addition, the Federal Communications Commission (FCC) has proposed rule-making (FCC Second Report and Order Docket 05-311 “Franchising Rules for Incumbents”) that, in the opinion of local government, goes beyond the scope of their authority in this area. The County will oppose all such rule making efforts. Telecommunications Issues – Support the Community Access Preservation (CAP) Act introduced in 2009 by Wisconsin Congresswoman Tammy Baldwin. The CAP Act addresses the challenges faced by public, educational and government (PEG) TV channels and community access television stations. The CAP Act addresses four immediate issues facing PEG channels. The CAP Act would: Allow PEG fees to be used for any PEG-related purpose; require PEG channels to be carried in the same manner as local broadcast channels; require the FCC to study the effect state video franchise laws have had on PEG; require operators in states that adopted statewide franchising to provide support equal to the greater of the support required under the state law or the support historically provided for PEG; and make cable television-related laws and regulations applicable to all landline video providers. In addition, the County should support the widespread deployment and adoption of broadband, especially as it serves to connect the educational community and libraries. Temporary Assistance for Needy Families – The County will advocate for the following federal actions:  Relieve states of work participation rate and work verification plan financial penalties for fiscal years 2007, 2008, 2009 and 2010recessionary years in recognition of the serious downturn in the national economy and the succession of more “process-based” regulations issued in the last few years. Attachment D DRAFT Proposed 2019 Federal Platform 27  SUPPORT policies that do not penalize work and movement towards financial stability. Families who are working and receiving modest cash assistance grants to supplement low earnings should not be subject to the federal time limit on assistance. Running the time limit clock while a parent is working and receiving such supplements means both that a family could lose assistance when it has exhausted its time-limited benefits and not be able to receive additional assistance if the parent loses his/her job. TANF should send a strong message to recipients that “work pays” – running the clock while a family is working undermines this message.  Allow temporary exemptions from time limits and work requirements for families confronting severe employment barriers - including living in an area of high unemployment or are victims of abuse.  Permanently withdraw the August 8, 2008, proposal that would have repealed the regulation that enables states to claim caseload reduction credit for excess MOE expenditures.  Rescind the May 22, 2008, HHS guidance that effectively eliminated the ability of states to offer pre-assistance programs to new TANF applicants for up to four months.  Rescind the final Deficit Reduction Act regulation restricting allowable state maintenance- of-effort expenditures under TANF purposes 3 and 4.  End federal efforts to impose a national TANF error rate.  Reauthorize and increase the TANF Block Grant. The allocation of the block grant has not increased since 1997. Support funding TANF annually by an amount commensurate with the rate of inflation to ensure that the program’s actual value does not decrease each year.  Oppose changes to TANF that will require counties to invest new funds to administer the program. Veterans Benefits – The County will support legislation to increase availability, accessibility, and utilization of Veterans Benefits. Within Contra Costa County, Veterans’ health care is provided by the VA Martinez Clinic, a division of the VA Northern California Healthcare System. Currently, access to enrollment in the VA healthcare system is limited to Veterans with a Service Connected disability of greater than 10%, special eligibility criteria (Purple Heart, former POW, Iraq & Afghanistan Vets within 5 years of discharge, etc.), and to Veterans with an annual gross income less than a geographically based threshold. Currently, VA emergency services are not available after hours or during weekends. The nearest VA emergency room is nearly 34 miles away from the VA Martinez Clinic. Formatted: Font: Times New Roman Formatted: Normal, No bullets or numbering Formatted: Highlight Attachment D DRAFT Proposed 2019 Federal Platform 28 The County will support legislation that would expand enrollment eligibility (such as removing the income limit criteria) to all Veterans with an honorable discharge. Furthermore, the County will support legislation that would establish 24 hour VA emergency services at the VA Martinez clinic. In addition, the County will support legislation that will improve the timeliness and quality of both VA benefits claim decisions and VA healthcare services. Specifically, legislation that works toward improving on the expedited processing of claims and administering of benefits to populations with unique needs, such as homeless Veterans, Women Veterans, and Veterans experiencing service related Posttraumatic Stress Disorder. Veterans Halls – The County will support legislation to provide America’s veterans organizations with resources to make necessary repairs to or replacement of their meeting halls and facilities. Across America, the meeting halls and posts of Veterans Service Organizations such as the American Legion and Veterans of Foreign Wars serve as unofficial community centers. Unfortunately, many of these facilities are not compliant with Americans with Disabilities Act accessibility standards, are not earthquake retrofitted, or have deteriorated in recent years due to declining membership and reduced rental revenues as a result of the economic downturn. The County will support legislation that would create a competitive grant program for veterans’ organizations, classified by the IRS as 501c19 non-profit organizations and comprised primarily of past or present members of the United States Armed Forces and their family members, to use for repairs and improvements to their existing facilities. Volume Pricing – The National Association of Counties supports greater access for local governments to General Services Administration (GSA) contract schedules. These schedules provide volume pricing for state and local governments and make public sector procurement more cost effective. However, current law does not provide full access to state and local governments for GSA schedules. The County will support legislation that gives local governments access to these schedules and provides the option of purchasing law enforcement, security, and other related items at favorable GSA reduced pricing. Water Quality, Quantity and Delta Outflow – Congress may consider legislation that could adversely affect water quality, quantity and flows in the Sacramento-San Joaquin Delta to the detriment of the County residents, economy and resources. The Board of Supervisors will rely on its adopted Delta Water Platform and its adopted resolution on Water, Ecosystem Health and other Issues Related to the San Francisco Bay and the Sacramento –San Joaquin River Delta (No. 2012-46) to determine the appropriate response to federal legislative issues brought to the Board’s attention. Workforce Development – Contra Costa County supports policies that meet the needs of serving businesses, workers, job seekers, and youth. The County further supports policies under the Workforce Innovation & Opportunity Act (WIOA) that preserve local decision-making relative to spending, direction of work, and other functions of local workforce boards. The County also supports policies that promote equal employment opportunities for women and men in an effort to Attachment D DRAFT Proposed 2019 Federal Platform 29 increase employment and the creation of jobs in both the public and private sector and that enhance business’ access to a qualified talent pool, and promote business growth through the development of a skilled workforce. The County also favors policies that provide increased funding to support job seeker services, as well as policies that make strategic investments to leverage existing funding in the workforce development arena. The County will OPPOSE cuts to WIOA funding and programming.  SUPPORT additional funding for Education, Training, Apprenticeships and Job Placement, with a focus on workforce skills of the future.  SUPPORT additional funding and incentives, such as loan forgiveness, for the health care workforce, where there is a growing gap between market demand and a trained workforce.  OPPOSE federal legislation and administrative efforts that would reduce the flexibility of state and county workforce development efforts, require additional administrative requirements and costs or reduce the amount of funding directly channeled to states and counties. Formatted: Font: Not Bold, Highlight Formatted: Highlight Formatted: Font: Not Bold, Highlight Formatted: Highlight Formatted: Font: Not Bold, Highlight Formatted: Highlight Attachment D 2019 PROPOSED STATE LEGISLATIVE PLATFORM Contra Costa County January 22, 2019 Attachment E 1 Table of Contents COUNTY-SPONSORED LEGISLATION ............................................................................................... 2 LEGISLATIVE/REGULATORY ADVOCACY PRIORITIES ............................................................. 2 STATE PLATFORM POLICY POSITIONS .......................................................................................... 6 Agriculture................................................................................................................................................. 6 Animal Services ......................................................................................................................................... 7 Child Support Services .............................................................................................................................. 8 Climate Change ......................................................................................................................................... 8 Delta Water Platform .............................................................................................................................. 10 Economic Development .......................................................................................................................... 10 Elections .................................................................................................................................................. 10 Emergency Preparedness, Emergency Response ................................................................................... 11 Eminent Domain ..................................................................................................................................... 12 Flood Control and Clean Water............................................................................................................... 12 General Revenues/Finance ..................................................................................................................... 13 Health Care ............................................................................................................................................. 15 Human Services ....................................................................................................................................... 22 Indian Gaming ......................................................................................................................................... 36 Land Use/Community Development ....................................................................................................... 36 Law and Justice System ........................................................................................................................... 39 Levees...................................................................................................................................................... 41 Library……………………………………………………………………………………………………… .......................................... 42 Pipeline Safety…………………………………………………………………………………………………… ................................ 43 Telecommunications and Broadband ..................................................................................................... 43 Transportation ........................................................................................................................................ 44 Veterans .................................................................................................................................................. 38 Waste Management................................................................................................................................ 46 Workforce Development ........................................................................................................................ 49 Attachment E Proposed 2019 Platform 2 2019 STATE LEGISLATIVE PLATFORM CONTRA COSTA COUNTY Each year, the Board of Supervisors adopts a State Legislative Platform that establishes priorities and policy positions with regard to potential State legislation and regulation. The State Legislative Platform includes County-sponsored bill proposals, legislative or regulatory advocacy priorities for the year, and policies that provide direction and guidance for identification of and advocacy on bills which would affect the services, programs or finances of Contra Costa County. COUNTY-SPONSORED LEGISLATION 1. Seniors/Persons with Disabilities Transportation Funding Program The “Seniors/Persons with Disabilities (SPD) Transportation Program” creates a mechanism to strategically increase funding for transportation programs serving the senior/disabled population. It is acknowledged at the local, regional, state and federal levels that transportation programs for this population are underfunded and underdeveloped. These deficiencies will increase as demographic ad public health shifts amplify these issues. 2. Sales Tax Exemption Proposal for On-Call Volunteer Fire Departments This proposal would remove a logistical barrier to the purchase of equipment used exclusively by volunteer, on call fire departments by exempting those purchases from applicable sales and use taxes. Such a change would be consistent with exemptions in other states and remove an artificial barrier that can delay the purchase of necessary firefighting equipment. Volunteer on-call fire departments provide the same service as full-time departments in areas that simply do not generate the tax revenue needed for 24-hour shift crews. For these departments, such as the Crockett- Carquinez Fire Department, the cost to replace an aging fire engine can represent between 80 and 110 percent of their total yearly budget. As a result, these small districts must continue to keep older engines in service well past their recommended replacement in order to amass sufficient funds to purchase a replacement. This results in higher maintenance costs, more down time, and most importantly, greater risk for our firefighters. 3. Illegal Dumping Seek legislation, in conjunction with Alameda County and other partners, that specifically establishes statewide hauler permitting requirements and associated penalties as well as increasing penalties allowed by State law for illegal dumping. LEGISLATIVE/REGULATORY ADVOCACY PRIORITIES Each year, issues emerge through the legislative process that are of importance to the County and require advocacy efforts. For 2019, it is anticipated that critical issues requiring legislative advocacy will include the following (in alphabetical order): Attachment E 3 Health Care – Counties play a critical role in California’s health reform efforts. Counties serve as employers, payers, and providers of care to vulnerable populations. Consequently, counties actively participate in discussions of how to best reform and preserve the health care system in California and implement the national health care reform legislation passed in 2010, The Patient Protection and Affordable Care Act (ACA). The optional Medi-Cal Expansion, in effect on Jan. 1, 2014, was a significant part of the State Budget process in 2013. The ACA had required states to expand Medicaid programs to allow childless adults at or below 138 percent of poverty to be eligible for Medicaid (known as Medi- Cal in California). The Supreme Court struck down that mandate but allowed it to be an option for states, which California exercised. However, significant unknowns remain including questions about the actual impact of the ACA coverage expansions on counties and the number of uninsured individuals to whom counties will still need to provide services. Counties will retain the Section 17000 responsibility, and there will be significant variations in the impacts of both the ACA and AB 85 for the different types of counties: county hospital (12 counties including Contra Costa County), payor/clinic and County Medical Services Program (CMSP) counties. The County will continue to work on the implementation of required health care reform measures to maximize federal revenue. The County will support efforts to provide counties with the necessary tools to implement health care reform which may include performing eligibility and enrollment, preserving existing county resources from 1991 Realignment, providing for a smooth transition for the various operational systems, and supporting legislation to ensure that low-income families are covered under the Affordable Care Act while opposing legislation which would reduce Medi-Cal eligibility. In addition, the County will continue to work to reduce uncompensated health care costs, work on the adequacy of rates under the new health care system, and advocate for adequate state funding for community-based health and social service networks to improve service coordination, health outcomes and quality of life. Homelessness – With the growing numbers of homeless, the County will work on the implementation of the No Place Like Home program, the Homeless Emergency Aid Program, and the SB 2 funding program, to ensure that Contra Costa County receives its fair share of funding and that the guidelines work for implementation in the county. In addition, Contra Costa County will advocate for additional funding that reduces and prevents homelessness; expands the availability of permanent supportive housing; and provides counties with the ability to maximize and leverage available Federal, State and local funds to provide services for at-risk and homeless families and individuals. Realignment Implementation – The battle for constitutional protections for 2011 Realignment concluded successfully on November 6, 2012 when Proposition 30 was passed by the voters. Proposition 30 provides constitutional guarantees to the funding that supports Realignment and safeguards against future program expansion without accompanying funding. With these provisions in place, Contra Costa County continues to implement the array of programs transferred under 2011 Realignment, confident that funding is secure and programmatic responsibilities are Attachment E Proposed 2019 Platform 4 defined. However, the County remains concerned that the funding is not sufficient and is also concerned about liability issues arising from the new responsibilities. Any future proposals to realign programs to counties must have constitutionally guaranteed ongoing funding and protections. The County will oppose any proposals that would transfer additional program responsibility to counties without funding, constitutional protections, county participation and approval. The County will also oppose efforts that limit county flexibility in implementing programs and services realigned in 2011 or infringe upon our ability to innovate locally. The County resolves to remain accountable to our local constituents in delivering high - quality programs that efficiently and effectively respond to local needs. Further, we support counties’ development of appropriate measures of local outcomes and dissemination of best practices. With regard to Public Safety realignment, counties have received parolees whose latest crime fits the specified “non-violent, non-serious, non-sex offender” (N3) definition but who have a criminal background that includes violent, serious and/or sexual crimes. Under the current legislation, the person’s latest offense/crime determines if they meet the N3 criteria. These individuals should stay under the responsibility of the state. The County will also support efforts to provide additional funding/grants to those counties that have a commitment to lowering the crime rate and reducing recidivism through the provision of innovative, comprehensive, evidence-based programs for offender populations and their families. The County will also continue to support efforts to ensure that the receipt of Local Community Corrections Funds matches the amounts anticipated from the state, without undue delay. Finally, the County also supports more funding for mental health and behavioral health programs and facilities in order to meet the requirements of Realignment and the goal of reducing recidivism. State Budget – The state’s continuing economic recovery, prior budget cuts, and record returns have combined to bring the State Budget to “remarkably good shape,” according to the Legislative Analyst’s Office. Governor Newsom’s January Budget Proposal outlined several ambitious proposals that will affect not only the state budget but county programs as well. The most notable elements of the Governor’s proposed budget related directly to counties include: easing the funding burden on counties for In-Home Supportive Services (IHSS); revamping regional housing goals and linking production to local transportation funding; building on the 2018 investments in housing and homeless programs; and providing funding and other resources for disaster response, recovery and prevention. However, of concern to counties is the inadequate reimbursement for our ever-increasing cost of operating several human services programs: the “Human Services Funding Deficit,” formerly referred to as the “Cost of Doing Business.” The annual shortfall between actual county expenses and state reimbursement has grown to over $1 billion since 2001, creating a de facto cost shift to counties. The funding gap forces counties to reduce services to vulnerable populations and/or divert scarce county resources from other critical local services. It also increases the risk of state and federal penalties. Water and Levees /The Sacramento-San Joaquin Delta – The enactment of the Delta Reform Act (2009), a bill that established the co-equal goals for reliable water supply and ecosystem restoration for the Delta, created the Delta Stewardship Council, and supported the proposed Bay Attachment E 5 Delta Conservation Plan (BDCP) --an effort to construct a pair of massive tunnels under the Delta, now recast as the California WaterFix (CWF)-- will bring significant, large-scale change to the Delta as we know it. The scope and content of these changes, as well as enduring political battles between northern and southern California over water, will continue to guide legislative and administrative agendas in the coming year. Enabling legislation was also passed in 2009 for a state water bond, which was delayed from the 2010 and 2012 ballots but successfully passed on the 2014 state ballot, as Proposition 1. Significant future impacts on the County in the areas of water quality and supply, levee stability, ecosystem health, local land use authority and flood control are anticipated. Particular areas of concern for 2019 include, but are not limited to: (1) the ongoing development of the California WaterFix (CWF) and whether the state water bond appropriates funds specific to the CWF; and (2) the impacts of the Delta Plan on local land use authority, efforts to expedite state bond funding for levee improvement projects, and the development of flow standards that will impact water quality and ecosystem health in the Delta. The County’s adopted Delta Water Platform, as well as the Strategic and Action Plans, are incorporated in this Platform by reference. Attachment E Proposed 2019 Platform 6 STATE PLATFORM POLICY POSITIONS A brief background statement accompanies policy positions that are not self-evident. Explanatory notes are included either as the preface to an issue area or following a specific policy position. Please note that new and revised policy positions are highlighted. The rationale for the policy position is italicized. Agriculture 1. SUPPORT efforts to ensure sufficient State funding for pest and disease control and eradication efforts to protect both agriculture and the native environment, including glassy- winged sharpshooter, light brown apple moth, and Japanese dodder activities; high risk pest exclusion activities; pesticide regulatory and law enforcement activities; and noxious weed pest management. Agriculture is an important industry in Contra Costa County. Protection of this industry from pests and diseases is important for its continued viability. 2. SUPPORT continued appropriations for regulation and research on sudden oak death, a fungal disease affecting many species of trees and shrubs in native oak woodlands. The County’s natural environment is being threatened by this disease. 3. SUPPORT funding for agricultural land conservation programs and agricultural enterprise programs, and support revisions to State school siting policies, to protect and enhance the viability of local agriculture. The growth in East County and elsewhere has put significant pressure on agricultural lands, yet agriculture is important not only for its production of fresh fruits, vegetables and livestock, but also as a source of open space. 4. SUPPORT legislation to establish legal authority where needed to facilitate the efforts by the California Department of Food and Agriculture and the Department of Boating and Waterways to survey and treat all infestations of the South American spongeplant and to rid the Delta of this and other invasive aquatic species through integrated pest management methods. Invasive aquatic species are a threat to agriculture, the environment and recreation in the Delta. This position includes support for efforts by the Department of Boating and Waterways to secure multi-year permits for eradication of multiple invasive aquatic plant species in the Sacramento-San Joaquin Delta, its tributaries, and its marshes. 5. SUPPORT the CSAC policy statement regarding revisions to the Californi a Conservation Act of 1965 (the Williamson Act) to support legislative changes that preserve the integrity of the Williamson Act, eliminate abuses resulting in unjustified and premature conversions of contracted land for development, and to fully restore Williamson Act subventions. The state subventions to counties also must be revised to recognize all local tax losses. Attachment E 7 Animal Services 6. SUPPORT efforts to protect local revenue sources designated for use by the Animal Services Department; i.e., animal licensing, fines and fees. Fines, fees, and licensing are major sources of revenue for the Animal Services Department. The demand for animal services is increasing each year as does the demand on the General Fund. It is important to protect these revenue sources to continue to provide quality animal service and to meet local needs. 7. SUPPORT efforts to protect or increase local control and flexibility over the scope and level of animal services. Local control over the scope of animal services is necessary to efficiently address public safety and other community concerns. Local control affords jurisdictions the ability to tailor animal service programs to fit their communities. Animal related issues in dense urban areas vary from those in small, affluent communities. 8. SUPPORT efforts to protect against unfunded mandates in animal services or mandates that are not accompanied by specific revenue sources which completely offset the costs of the new mandates, both when adopted and in future years. Unfunded mandates drain our limited fiscal resources and, at the same time, chip away at local control over the scope and level of services. 9. SUPPORT efforts to ensure full funding of State animal services mandates, including defense of the Department of Finance’s lawsuit against the State Commission on Mandates regarding the State obligations for reimbursement of local costs for animal services incurred in compliance with SB 1785. The County invested large sums of money to comply with SB 1785, with the assurance that our cost would be offset by reimbursements from the State. Failure by the State to honor the reimbursements negatively impacts the County General Fund and Animal Services’ budget. 10. SUPPORT efforts to protect and/or increase County flexibility to provide a nimal services consistent with local needs and priorities. The demand for quality animal service programming continues to increase each year. The County is experiencing population growth and changing demographics. It is incumbent upon the Animal Services Department to be flexible enough to adjust to the changing needs and priorities. 11. SUPPORT efforts to preserve the integrity of existing County policy relating to Animal Services (e.g., the Animal Control Ordinance and land use requirements). Contra Costa is looked upon as one of the model Animal Services Departments in the state. Its policies, procedures, and ordinances are a yardstick against which other Animal Control organizations are measured. The local control exercised by the Board of Supervisors is key to that hallmark. Attachment E Proposed 2019 Platform 8 Child Support Services 12. SUPPORT the establishment of a statewide electronic registry for the creation and release/satisfaction of real property liens to collect delinquent child support payments. California law currently provides that recording an abstract or notice of support judgment with a County Recorder creates a lien on real property in that county. This requires potentially recording the judgment in each of the 58 counties in order not to miss a property transaction. An electronic registry simplifies the creation of liens and the release or satisfaction of liens by creating a single statewide point of contact, and the entire process could be managed electronically by automated processes with our centralized child support case management system. 13. SUPPORT amendment of current code to clarify that county recorders may not charge a fee or tax to record any child support agency document. A new code section or amendment to Government Code §27383 which states “No fee shall be charged by the recorder for services rendered to the State, to any municipality, county in the State or other political subdivision thereof, except for making a copy of a paper or record,” can clarify that any document prepared by the local child support agency and then sent for recording is covered by the exemption, a technical point not currently acknowledged by all county recorder offices. 14. SUPPORT efforts that require the Department of Child Support Services to provide documents, forms, and letters in digitized format and distribute by any means that the department determines is feasible, including email, website and SMS texting. 15. SUPPORT efforts that create new child support enforcement methods or enhance existing child support enforcement methods. 16. SUPPORT efforts to ensure that any reduction in funding for the department of Child Support Services at the State level is not passed down as a reduction to the local child support agency. 17. SUPPORT efforts to increase funding for the child support program. OPPOSE efforts to reduce funding for the child support program. 18. OPPOSE efforts that restrict the child support agency from having access to customer data. 19. OPPOSE efforts that eliminate or restrict existing child support enforcement methods. Climate Change 20. SUPPORT the CSAC Climate Change Policy Statements and Principles which address a broad range of issues affected by climate change, including water, air quality, agriculture, forestry, land use, solid waste, energy and health. The document is largely based on existing CSAC policy and adapted to climate change. Additionally, the document contains a set of general principles which establish local government as a vital partner in the Attachment E 9 climate change issue and maintain that counties should be an active participant in the discussions in the development of greenhouse gas reduction strategies underway at the state and regional level. 21. SUPPORT efforts to ensure that the implementation of AB 32 results in harmony between the greenhouse gas reduction target created by the Air Resources Board for each regional/local agency, the housing needs numbers provided by the state Department of Housing and Community Development pursuant to housing element law, and the Sustainable Communities Strategy developed through the Regional Transportation Plan processes. 22. SUPPORT legislative or administrative efforts that favo r allocation of funding from the California Greenhouse Gas Cap and Trade Program to jurisdictions that are the largest emitters of greenhouse gas, have disadvantaged communities that are disproportionately affected by environmental pollution, have Natural Community Conservation Plans or similar land conservation (fee title and easement) efforts that will address climate change and have demonstrated a local commitment to climate protection (e.g. established emissions reduction targets, prepared Climate Action Plans, etc.). The County has several good projects that would sequester carbon, such as Creek and wetland restoration projects. The County also has several creek and wetland restoration projects with carbon sequestration capacity that would likely be eligible for such allocations. Similarly, the County supports land conservation projects that may occur as fee title or easement acquisitions, these also will likely be eligible. 23. SUPPORT efforts to expand eligible expenditures of the Greenhouse Gas Reduction Fund to investments in accessible transit/transportation systems (serving seniors, disabled, veterans) which result in more efficient (shared trips, increased coordination) service and corresponding reductions in greenhouse gas production. 24. SUPPORT efforts to ensure life-cycle costs are considered when planning new projects in the state. A key challenge for State and local agencies is funding the ongoing operation and maintenance of infrastructure. This includes all aspects of the built environment: buildings, roads, parks, and other infrastructure. As California begins to implement more aggressive climate goals, the State should be thinking about new methodologies for anticipating project costs. In particular, it is evident that California will need a different transportation system than the one we have currently, and that this new transportation system will be more expensive to maintain. Traditional accounting methods that look only at initial project cost lead to situations where infrastructure fails, at greater replacement cost than if ongoing operation and maintenance had been included from the beginning. This would include methodologies for internalizing the social and environmental costs of projects. 25. SUPPORT revisions to the Public Resources Code and the Air Resources Board’s Investment Plans to provide Cap and Trade funding for the conservation of natural lands, parks and open space through fee title acquisition as well as easements. Attachment E Proposed 2019 Platform 10 26. OPPOSE changes to the California Environmental Protection Agency’s protocols for designating disadvantaged communities which result in a reduction in the number or size of disadvantaged communities in Contra Costa County. Disadvantaged communities are prioritized for receipt of Greenhouse Gas Reduction Funds, the funding source for a number of state grant programs. Contra Costa County has a number of communities and neighborhoods that are economically and socially disadvantaged and located near large, current and former industrial sites. These industrial operations contribute through the Cap and Trade program to the Greenhouse Gas Reduction Fund. The state designations should continue to reflect the disproportionally acute needs of these communities. 27. SUPPORT funding and infrastructure to help protect vulnerable communities and populations as the mean temperature of the region steadily increases due to global climate change. As California and the East Bay region experiences more frequent and prolonged periods of extreme heat, extreme heat will impact human health, demand on health services, potable water, agriculture, vectors, wild fires, and demand on electricity. Delta Water Platform To protect the Sacramento-San Joaquin Delta from various detrimental forces that are affecting its health and resources, it is the policy of Contra Costa County to support implementation of projects and actions that will help improve the Delta ecosystem and the economic conditions of the Delta. Contra Costa County has adopted a Delta Water Platform to identify and promote activities and policy positions that support the creation of a healthy Sacramento-San Joaquin Delta. Contra Costa County will use this Platform to guide its own actions and advocacy in other public venues regarding the future of the Delta. Economic Development 28. SUPPORT an amendment to the California Competes (State incentive program) guidelines to consider qualifying low-income census tracts within unincorporated areas of a county (that as a whole does not qualify as low-income) in the enhanced scoring category. (This is a similar situation to that highlighted in AB 1804, where unincorporated areas were left out of an incentive program.) 29. SUPPORT legislation to dedicate net proceeds from State Lands Commission lease revenues for public benefit in the County in which they are generated with a focus on increasing public access to and enjoyment of the waterfront. 30. SUPPORT the State layering existing State economic development programs and incentives with Federal Opportunity Zone tax credit incentives. Elections 31. SUPPORT legislation to adjust precinct sizing from 1,000 voters per precinct to 1,250 voters per precinct. With the option of being able to have up to 1,250 voters per precinct, Attachment E 11 the best polling locations in a neighborhood can be selected, and that same site is more likely to be used for several elections, thus avoiding the need to change poll sites for voters. 32. SUPPORT full state reimbursement for state mandates imposed upon local registrars by the Secretary of State, including special state elections. The state has committed to reimburse Counties for the cost of certain state mandates. That reimbursement process, SB 90, can be lengthy and contentious. The SB 90 process is also subject to uncertainties including partial payments, delayed payments, and now, suspended or no payments. In lieu of the SB 90 process for Elections, there is merit in the examination of having the state pay its pro-rata share of costs when state candidates/measures are on the ballot. Emergency Preparedness, Emergency Response 33. SUPPORT legislation that would give local agencies more authority to train volunteers, provide funding for Community Emergency Response Training (CERT), and help clean- up oil spills without taking on additional legal liability. 34. SUPPORT legislation that would require the state’s Oil Spill Prevention and Response Agency to improve communication and clean-up technology, increase safety standards for ships and establish special protections for ecologically sensitive areas. 35. SUPPORT legislation that would require responses to future oil spills in a shorter timeframe, with a more regional approach. 36. SUPPORT measures that enable counties and other local agencies to better exercise their responsibilities to plan for and respond to emergencies and disasters without taking on additional legal liability and oppose those that do not recognize or support the county and local agency role in the State’s Standardized Emergency Management System. 37. SUPPORT legislation or other measures requiring the creation or utilization of emergency rock stockpiles suitable for levee repair throughout the Delta, enabling increasingly efficient and less costly prevention of levee breaks and enhancement of ini tial response capabilities. 38. SUPPORT legislation that expands school safety improvement programs such as education regarding and placement of automated external defibrillator(s) (AED(s)) in schools. 39. SUPPORT legislation that would require cleanup of clandestine drug labs and other areas where illicit drugs are manufactured or handled and where there is a threat to the health and safety of the public and emergency responders, and would make the costs of cleanup recoverable from the responsible party and liens on property. The existing legislation is narrowly focused on the manufacturing of methamphetamine. Fentanyl use, storage, and production are growing throughout the state. Properties may be contaminated by hazardous chemicals used or produced in the manufacture of or the handling Fentanyl and Carfentanyl where those chemicals, remain and where the contamination has not been remediated. Attachment E Proposed 2019 Platform 12 40. SUPPORT legislation that will strengthen the Certified Unified Program Agency (CUPA) by expanding the local CUPA’s statutory authority to close a business, or portion of a business, whose processes or aim emissions are causing an imminent and substantial endangerment to public health and safety or the environment, as determined by CUPA. Support amendments that add the condition of “withholding” a permit if the permittee does not make the permit payment and clearly define the conditions which can lead to the immediate discontinuation of operation of the facility or function of the facility. In the County, Certified Unified Program Agency (CUPA) is administered by the Health Services Hazardous Materials Programs that regulates businesses that handle hazardous materials or generate hazardous waste. Such businesses must obtain a CUPA permit. CUPA routinely inspects these businesses. The Hazardous Materials Programs also responds to incidents where there is a release of hazardous substances. Health and Safety Code, Section 25404.1.1. Business facilities that fail to renew or pay their unified program permits pose a danger to public safety and the protection of the environment. Without strong enforcement actions and penalties against businesses that have not complied with the permitting requirements, the public health and safety will be in grave danger of being violated. This amendment will discourage businesses to operate without a valid permit since the consequences are costlier penalties and could lead to closure of their business. This enforcement action will prevent an unfair business advantage for those operating without a valid permit. Eminent Domain 41. SUPPORT legislation that maintains the distinction in the California Constitution between Section 19, Article I, which establishes the law for eminent domain, and Section 7, Article XI, which establishes the law for legislative and administrative action to protect the public health, safety, and welfare. 42. SUPPORT legislation that would provide a comprehensive and exclusive basis in the California Constitution to compensate property owners when property is taken or damaged by state or local governments, without affecting legislative and administrative actions taken to protect the public health, safety, and welfare. Flood Control and Clean Water 43. SUPPORT authorization for regional approaches to comply with aquatic pesticide permit issues under the purview of the State Water Resources Control Board. Contra Costa County entered into an agreement with a neighboring county and several cities to share the costs of monitoring. While it makes sense for local government to pool resources to save money, State Board regulations make regional monitoring infeasible. 44. SUPPORT efforts to provide local agencies with more flexibility and options to fund stormwater programs. Stormwater permit requirements issued by the Regional Water Quality Control Boards are becoming more and more expensive, yet there is no funding. Stormwater services, encompassing both water quality and drainage/flood control, could Attachment E 13 be structured like a utility with the ability to set rates similar to the other two key water services: drinking water and wastewater. 45. SUPPORT efforts to provide immunity to local public agencies for any liability for their clean-up of contaminations on private lands. This will be more critical as the Regional Water Quality Control Boards institute Total Maximum Daily Loads, which establish a maximum allowable amount of a pollutant (like mercury) in the stormwater from a watershed. 46. SUPPORT efforts to require the Department of Water Resources (DWR) to provide 200 year flood plain mapping for all areas in the legal Delta. SB 5 requires the County and cities in the Delta to insure certain development projects must have 200 year level of protection and to make certain related findings. DWR has revisited developing 200-year flood plain maps, but if they do, only working in areas protected by project levees which does not include any areas within Contra Costa County. 47. SUPPORT legislation to enable Zone 7 Water Agency to become a new public agency, separate and apart from the Alameda County Flood Control and Water Conservation District, with territory in both Alameda and Contra Costa counties and the power to provide specific services, insofar as the legislation is guided by adopted Principles of Understanding. General Revenues/Finance As a political subdivision of the State, many of Contra Costa County’s services and programs are the result of state statute and regulation. The State also provides a substantial portion of the County’s revenues. However, the State has often used its authority to shift costs to counties and to generally put counties in the difficult position of trying to meet local service needs with inadequate resources. While Proposition 1A provided some protections for counties, vigilance is necessary to protect the fiscal integrity of the County. 48. SUPPORT the State's effort to balance its budget through actions that do not adversely affect County revenues, services or ability to carry out its governmental responsibilities. 49. OPPOSE any state-imposed redistribution, reduction or use restriction on general purpose revenue, sales taxes or property taxes unless financially beneficial to the County. (Note that a redistribution of sales and property tax may be beneficial to Contra Costa County in the event that sales tax growth lags behind property tax growth.) 50. OPPOSE efforts to limit local authority over transient occupancy taxes (TOT). 51. OPPOSE any efforts to increase the County's share-of-cost, maintenance-of-effort requirements or other financing responsibility for State mandated programs absent new revenues sufficient to meet current and future program needs. 52. SUPPORT efforts to ensure that Contra Costa County receives its fair share of State allocations, including mental health funding under Proposition 63 and pass-through of federal funds for anti-terrorism and homeland security measures. The State utilizes a Attachment E Proposed 2019 Platform 14 variety of methods to allocate funds among counties, at times detrimental to Contra Costa County. 53. SUPPORT efforts to receive reimbursement for local tax revenues lost pursuant to sales and property tax exemptions approved by the Legislature and the State Board of Equalization. 54. SUPPORT continued efforts to reform the state/local relationship in a way that makes both fiscal and programmatic sense for local government and conforms to the adopted 2010 CSAC Realignment Principles, with an emphasis on maximum flexibility for counties to manage the existing and realigned discretionary programs. 55. SUPPORT efforts to relieve California of the federal Child Support penalties without shifting the cost of the penalties to the counties. 56. SUPPORT a reduction in the 2/3rd vote requirement to 55% voter approval for locally- approved special taxes that fund health, education, economic, stormwater services, library, transportation and/or public safety programs and services. 57. SUPPORT efforts to authorize counties to impose forfeitures for violations of ordinances, as currently authorized for cities. This would provide the County with the opportunity to require deposits to assure compliance with specific ordinance requirements as well as retain the deposit if the ordinance requirements are not met. Currently, the County is limited to imposing fines which are limited to only $100 - $200 for the first violation, which has proven to be an ineffective deterrent in some cases. 58. SUPPORT efforts to redefine the circumstances under which commercial and industrial property is reassessed to reduce the growing imbalance between the share of overall property tax paid by residential property owners versus commercial/industrial owners. 59. SUPPORT efforts to reduce County costs for Workers’ Compensation, including the ability to control excessive medical utilization and litigation. Workers’ Compensation costs are significant, diverting funds that could be utilized for County services. Workers’ Compensation should provide a safety net for injured employees, for a reasonable period of time, and not provide an incentive for employees to claim more time than medically necessary. 60. SUPPORT state actions that maximize Federal and State revenues for county-run services and programs. 61. SUPPORT legislative compliance with both the intent and language of Proposition 1A. 62. SUPPORT the provisions of Proposition 22 that would protect County revenues, particularly as related to transportation revenues and excluding those provisions related to redevelopment funds. Attachment E 15 63. SUPPORT full State funding of all statewide special elections, including recall elections. 64. OPPOSE efforts of the State to avoid state mandate claims through the practice of repealing the statues, then re-enacting them. In 2005, the State Legislature repealed sections of the Brown Act that were subject to mandate claims, then re-enacted the same language pursuant to a voter-approval initiative, and therefore, not subject to mandate claims. 65. SUPPORT strong Public Utilities Commission (PUC) oversight of state-franchised providers of cable and telecommunications services, including rigorous review of financial reports and protection of consumer interests. AB 2987 (Núñez), Chapter 700, statutes of 2006 transferred regulatory oversight authority from local government to the PUC. 66. SUPPORT timely, full payments to counties by the State for programs operated on their behalf or by mandate. The State currently owes counties over $1 billion in State General Funds for social services program costs dating back to FY 2002-03. 67. SUPPORT full State participation in funding the County’s retiree and retiree health care unfunded liability. Counties perform most of their services on behalf of the State and Federal governments. Funding of retiree costs should be the responsibility of the State, to the same extent that the State is responsible for operational costs. 68. SUPPORT legislation that provides constitutional protections and guaranteed funding to counties under Realignment. 69. OPPOSE the establishment of specific or stricter standards for the use of personal services contracts by counties, that would make contracting with community-based organizations more difficult for counties. Health Care The County remains concerned about the implementation of any health care reform measures that could transfer responsibility to counties, without commensurate financing structures or in a manner not compatible with the County’s system. The County supports a concept of universal health coverage for all Californians. Toward that end, the County urges the state to enact a system of health coverage and care delivery that builds upon the strengths of the current systems in our state, including county-operated systems serving vulnerable populations. Currently, California has a complex array of existing coverage and delivery systems that serve many, but not all, Californians. Moving this array of systems into a universal coverage framework is a comp lex undertaking that requires sound analysis, thoughtful and deliberative planning, and a multi-year implementation process. As California moves forward with health care reform, the County urges the state to prevent reform efforts from exacerbating problems with existing service and funding. The state must also consider the differences across California counties and the impacts of reform efforts on the network of safety-net providers, including county providers. The end result of health reform must provide a strengthened health care delivery system for all Californians, including those served by the safety net. 70. SUPPORT state action to increase health care access and affordability. Access to care and affordability of care are critical components of any health reform plan. Expanding eligibility for existing programs will not provide access to care in significant areas of the state. Important improvements to our current programs, including Medi-Cal, must be made Attachment E Proposed 2019 Platform 16 either prior to, or in concert with, a coverage expansion in order to ensure access. Coverage must be affordable for all Californians to access care. 71. SUPPORT Medi-Cal reimbursement rate increases to incentivize providers to participate in the program. 72. SUPPORT Medi-Cal reimbursement rate increases through Proposition 56 funding to provide quality reproductive health care services. 73. SUPPORT reimbursement for a maximum of 2 visits taking place on the same day at one location if the patient suffers illness/ injury requiring additional diagnosis/ treatment, or if the patient has a medical visit and mental health or dental visit. Requires an FQHC or RHC that currently includes the cost of encounters with more than one health professional that take place on the same day at a single location as a single visit for purposes of establishing the FQHC’s or RHC’s rate, to apply for an adjustment to its per-visit rate by 2020; after the department has approved that adjustment, requires a medical visit and another health visit that take place on the same day at a single location to be billed as separate visits. 74. SUPPORT actions that address provider shortages (including physicians, particularly specialists, and nurses). Innovative programs, such as loan forgiveness programs, should be expanded. In an effort to recruit physicians from other states, the licensing and reciprocity requirements should be re-examined. Steps should be taken to reduce the amount of time it takes to obtain a Medi-Cal provider number (currently six to nine months). 75. SUPPORT efforts that implement comprehensive systems of care, including case management, for frequent users of emergency care and those with chronic diseases and/or dual (or multiple) diagnoses. Approaches should include community-based providers and could be modeled after current programs in place in safety net systems. 76. SUPPORT efforts that provide sufficient time for detailed data gathering of current safety net funding in the system and the impact of any redirection of funds on remaining county responsibilities. The interconnectedness of county indigent health funding to public health, correctional health, mental health, alcohol and drug services and social services must be fully understood and accounted for in order to protect, and enhance as appropriate, funding for these related services. 77. OPPOSE safety net funding transfers until an analysis of who would remain uninsured (e.g. medically indigent adults, including citizens, who cannot document citizenship under current Medicaid eligibility rules) is completed in order to adequately fund services for these populations. 78. SUPPORT efforts to clearly define and adequately fund remaining county responsibilities. 79. SUPPORT state action to provide an analysis of current health care infrastructure (facilities and providers), including current safety net facilities across the state, to ensure that there Attachment E 17 are adequate providers and health care facilities (including recovery facilities), and that they can remain viable after health reform. 80. SUPPORT efforts to provide adequate financing for health care reforms to succeed. 81. SUPPORT measures that maximize federal reimbursement from Medicaid and S-CHIP. 82. SUPPORT state action to complete actuarial studies on the costs of transferring indigent populations, who currently receive mostly episodic care, to a coverage model to ensure that there is adequate funding in the model. 83. SUPPORT efforts that ensure that safety net health care facilities remain viable during the transition period and be supported afterwards based on analyses of the changing healt h market and of the remaining safety net population. 84. SUPPORT state action to implement a Medi-Cal waiver in a manner that maximizes the drawdown of federal funds for services and facilities, provides flexibility, and ensures that counties receive their fair share of funding. 85. SUPPORT efforts to increase revenues and to contain mandated costs in the County's hospital and clinics system. 86. SUPPORT efforts to obtain a fair-share of any state funds in a distribution of funding for the integration of IHSS and managed care. 87. SUPPORT efforts to increase the availability of health care (including alcohol and other drugs recovery) to the uninsured in California, whether employed or not. 88. SUPPORT legislation that improves the quality of health care, whether through the use of technology, innovative delivery models or combining and better accessing various streams of revenue, including but not limited to acute and long term care integration. 89. SUPPORT legislation to protect safety net providers, both public and private. Legislation should focus on stabilizing Medi-Cal rates and delivery modes and should advocate that these actions are essential to the success of any effort to improve access and make health care more affordable. 90. SUPPORT state efforts to increase the scope of benefits and reimbursement rates contained in Minor Consent Medi-Cal to give youth with substance abuse disorders access to a continuum of care, including residential and outpatient treatment. 91. SUPPORT efforts to give incentives to providers to establish more youth substance use disorder residential treatment facilities within the county. Attachment E Proposed 2019 Platform 18 92. SUPPORT efforts to extend Drug Medi-Cal and Minor Consent Medi-Cal Coverage to incarcerated youths, many of whom are in custody due to drug related crimes. This could greatly decrease recidivism in the juvenile justice system. 93. SUPPORT funding and policy changes to support coverage of medically necessary alcohol and substance use related disorder treatment at the same level as other medical conditions in health care services, including county’s responsibility for Federal Financial Participation (FFP) portion to increase Drug Medi-Cal reimbursement rates and incentivize providers to participate in the program. 94. SUPPORT legislation that extends the restrictions and prohibitions against the smoking of, and exposure to, tobacco products to include restrictions or prohibitions against electronic cigarettes (e-cigarettes) in various places, including, but not limited to, places of employment, school campuses, public buildings, day care facilities, retail food facilities, multi-family housing, and health facilities; preventing the use of tobacco, electronic smoking devices (e-cigarettes) and flavored tobacco by youth and young adults; eliminating exposure to second-hand and third-hand smoke; restrictions on advertising of electronic smoking devices; reducing and eliminating disparities related to tobacco use and its effects among specific populations; increasing the minimum age to 21 to purchase tobacco products; and the promotion of cessation among young people and adults. Support legislation that extends restrictions and prohibitions against the sale of flavored tobacco products, prohibits the sale of tobacco products in stores that operate a pharmacy and establishes distance and density restrictions on the establishment of a new tobacco retailer within proximity of youth sensitive venues such as schools, day cares, or parks. 95. SUPPORT and encourage state, federal and/or private funding for pharmaceutical research for the development of new cannabis products which would meet Federal Drug Administration (FDA) standards of known strengths and attributes (and without unnecessary side effects) which would be dispensable through pharmacies and medical facilities consistent with State and Federal law. 96. SUPPORT legislation and administrative actions that further align a statewide regulatory framework for the commercial cannabis industry and that continue to authorize local jurisdictions to adopt more restrictive measures to protect the health, safety and welfare of their residents. 97. OPPOSE legislation and state regulation that seeks to weaken or eliminate local control over the commercial cannabis industry. Currently, and until the proposed Bureau of Cannabis Control regulations take effect, local government retains control over allowing or prohibiting the operations of mobile cannabis delivery in their jurisdictions. 98. SUPPORT funding and policy changes to support population-based chronic disease prevention efforts such as the creation and funding of a State Wellness Trust with allocations to counties and other key partners to implement programs, policies and strategies to prevent chronic disease. Collectively, these include efforts to move up-stream from the treatment of illness associated with chronic disease to advance a policy, systems Attachment E 19 and organizational-change approach to address the underlying environmental factors and conditions that influence health and health behaviors. 99. SUPPORT funding and policy changes to support developing a workforce with gerontological expertise to manage the exponential growth in the chronically ill aging population. 100. SUPPORT efforts that would advance a Health-In-All-Policies approach to policy work done across the County. This implies consideration of how health is influenced by the built environment and a connection with land use planning and development. 101. SUPPORT ongoing study of the health impacts of global and regional climate change and ongoing countywide mitigation and adaptation efforts. 102. SUPPORT efforts that would preserve the nature and quality and continuity of care associated with safety net services historically provided at the local level, such as the California Children’s Services (CCS) and Child Health and Disability Prevention (CHDP) programs, which are being transitioned into managed care at the state level. 103. SUPPORT efforts that promote aging in place through the utilization of long-term supports and services and caregiver support services. 104. SUPPORT increasing the level of funding for Long-Term Services and Supports (LTSS) and Home and Community Based Services (HCBS) to meet the increase in cost to provide services and to meet the tremendous increase in the aging population. 105. SUPPORT maintaining level or enhanced funding, streamlined processes and greater flexibility for use of State and Federal funding to respond to Public Health Emergency Preparedness initiatives including Pandemic Influenza, emerging diseases, and continued funding for all categories related to Public Health Preparedness, including Hospital Preparedness Program, Homeland Security, Cities Readiness Initiative and core Public Health Preparedness. 106. SUPPORT increased funding and policy changes for Tuberculosis (TB) prevention and treatment, to reflect the increased risk of transmission faced across the Bay Area. The Bay Area, including Contra Costa County, experiences more cases of active Tuberculosis than do most states in the nation. The demographic make-up of our communities combined with frequent international travel between the Bay and areas where TB is endemic, present an added risk and thus the need to maintain adequate funding and program infrastructure. 107. SUPPORT increased funding for the public health infrastructure, capacity and prevention services as outlined in the public health components of the Affordable Care Act and the National Prevention and Public Health Fund. Attachment E Proposed 2019 Platform 20 108. SUPPORT recognition of Local Public Health Departments as an authorized provider for direct billing reimbursement related to the provision of Immunization, Family Planning, HIV, STD and TB services. 109. SUPPORT the reversal of the pre-emption language regarding local Menu-Labeling that is included the Affordable Care Act. 110. SUPPORT enhanced funding and capacity for public health programs, specifically: a. Prevention programs in the areas of chronic disease, specifically, obesity, diabetes, asthma and cancer; b. Prevention and risk reduction programs in the area of HIV, STD, teen pregnancy, injury prevention as well as health promotion programs, such as nutrition and activity education; c. Oral health programs, especially those which address the needs of children and those with oral health disparities; d. Protecting the Prevention and Public Health Fund (PPHF), as established in the Affordable Care Act; e. Increased resources dedicated to surveillance and prevention programs targeting chronic diseases such as cardiovascular, stroke, cancer, diabetes, and asthma, as well as injury and violence; f. Funding and initiatives that support the surveillance, prevention and local preparation for emerging diseases, such as Zika, novel Influenza, Hepatitis B, Hepatitis C, Chlamydia, and seasonal Influenza and public health programs which provide screening, diagnosis, and treatment; g. Provide for adequate State funding for children’s programs, including the California Children’s Services (CCS) program for clients who are not Medi-Cal eligible to assure that counties are not overmatched in their financial participation; h. Programs which seek to monitor and address the needs of Foster youth, especially those on psychotropic medication; and i. Best practice programs which seeks to protect and enhance the health of pregnant women and that address maternal, child and adolescent health needs. 111. SUPPORT efforts to strengthen needle exchange programs as part of an overall program to combat the spread of HIV and other diseases; allowing items associated with needle exchange programs such as, cookers, sterile water, and cotton to be distributed along with clean needles; and the elimination of the federal ban on funding needle exchange programs. 112. SUPPORT legislative efforts to reduce or eliminate lead and toxic substances in consumer products, particularly those used by infants and children. 113. SUPPORT legislative efforts to reduce exposure to toxic air pollutants and the reduction of greenhouse gases. 114. SUPPORT funding, policy and programs dedicated to suicide, injury and violence prevention. Additionally, support efforts aimed at reducing health disparities and inequities Attachment E 21 associated with violence against women, communities of color and the LGBT community. Programs which seek to limit the effects of injury, violence and abuse on children, seniors and persons with disability. 115. SUPPORT funding and policy changes to support program development aimed at reducing the misuse of prescription drugs, most especially opioids, and increase prevention and treatment of opioid disorders to eliminate overdoses and combat the opioid epidemic. Additionally, support funding and legislation to restrict the sale and use of powdered alcohol and other similar products marketed to youth. 116. SUPPORT necessary County infrastructure and adequate funding related to education, regulatory, testing and enforcement functions associated with the State Medical Marijuana regulatory controls. 117. SUPPORT legislation and/or similar policy efforts to tax certain beverages that contain added sugars, by establishing a per fluid ounce health impact fee on sugar sweetened beverages at the distributor level. In addition, support efforts which would create the Sugar Sweetened Beverage Safety warning act, which would require a safety warning on all sealed sugar sweetened beverages. 118. SUPPORT legislation and efforts that support healthy meals, adequate meal time, and increased physical activity/education for school-age children. 119. SUPPORT efforts to dedicate funding that sustains and expands non-infrastructure Safe Routes to School programs that educate students, parents, and school staff about safe walking and bicycling to school. 120. SUPPORT efforts to address the underlying determinants of health and health equity, such as housing and prevention of displacement, educational attainment and livable wage jobs , and accessible transportation. 121. SUPPORT legislation that extends the restrictions and prohibitions against the smoking of, and exposure to, marijuana products in various places, including, but not limited to, places of employment, school campuses, public buildings, day care facilities, multi-family housing, health facilities, alcohol and other drug treatment facilities, and homeless shelters; further prohibit marijuana edibles to prevent youth/children access to harmful products; restrictions on advertising of marijuana products targeting youth and near places frequented by youth or alcohol and other drug treatment facilities. 122. SUPPORT funding, legislation, policy, and programs that would accomplish the following: a. create an effective crisis response system of services for persons experiencing homelessness, particularly families and transition-age youth; b. increases permanent housing with services for persons experiencing or at-risk of homelessness with a chronic disability; and c. protects and expands the availability of affordable housing, particularly for the Very Low and Extremely Low Income population. Attachment E Proposed 2019 Platform 22 Human Services Over the past year, we have seen a renewed legislative interest in safety-net programs. At the state level, these laws have focused on improving care and encouraging county agencies to take a more holistic view of clients’ lives. At the federal level, there have been numerous attempts at safety net reforms that would limit services. Both approaches are not without challenges. Many state bills, while well intentioned, could shift new costs to counties without increasing revenues. Federal laws that limit county’s ability to provide services would not only result in a decrease in revenue, but would likely reduce the number and quality of available services. This could lead to vulnerable families not receiving basic needs such as food, shelter, and access to healthcare. Efforts should be made to preserve current funding streams, and enhance funding for new, innovative approaches to service delivery in human services. Creating Economic Security and Improving Safety-Net Programs California has the highest poverty rate in the country, an issue that touches every county in the state. In 2016, 10.2 percent of Contra Costa County residents (approximately 120,000 individuals) lived below the federal poverty line. This includes nearly 34,000 children. However, the official poverty line does not capture the true cost of living in the county. The Center for Community and Economic Development estimates that for a single adult living in Contra Costa County to be self- sufficient, they would need to earn about $28,000 a year—more than double the income of the official poverty threshold. Nearly 19 percent of children in Contra Costa County live in food insecure households. This means that their family can only provide limited access to meals without assistance. According to a recent study by the Food Bank of Contra Costa and Solano, one in eight residents of the two counties rely on the Food Bank every month. Most of their clients had a child or dependent senior in their household and were either working or actively looking for work. Safety net benefits such as CalFresh (SNAP), CalWORKs (TANF), and the Earned Income Tax Credit (EITC) keep over three million Californians out of poverty every year. Nationally, low- and middle-income families are increasingly accessing the safety net, as the cost of living has outpaced wage increases. In Contra Costa County, nearly one in four residents are enrolled in Medi -Cal, despite our county having a lower unemployment rate than the national average. These policy positions will support legislation and initiatives that remove barriers to self-sufficiency and create economic inclusion for low-income residents of Contra Costa County. 123. OPPOSE legislative and budgetary actions that result in reduced level of services to families, children, adults and seniors, or that lead to preemption of local control. These actions may adversely impact EHSD’s ability to provide services to vulnerable residents. 124. SUPPORT continuous investment in the California Earned Income Tax Credit (CalEITC) and efforts to increase access to California Earned Income Tax Credit, including increases in tax credits and expanding eligibility to all ages. The CalEITC does not reach all workers who are eligible for the federal EITC and California should help reduce tax burdens on the working poor. Attachment E 23 125. SUPPORT efforts to restore cuts to the Supplemental Security Income/State Supplementary Payment (SSI/SSP) Program, increase grant amounts that would allow improvement of quality of life, and/or reinstate the annual Cost of Living Adjustment (COLA). SSI/SSP has not kept pace with the cost-of-living and many elderly and disabled Contra Costa residents cannot afford necessities. 126. SUPPORT efforts to improve and expand emergency food assistance networks’ (e.g. local food banks, and food pantries) ability to procure, store, and distribute nutritious food to those in need. 127. SUPPORT allowing all individuals in receipt of Unemployment Benefits (UIB) to be automatically eligible for CalFresh. Applying for UI and CalFresh is duplicative because requirements of both program are similar. This would decrease food insecurity for the unemployed in a way that streamlines applications and demands fewer internal resources. 128. SUPPORT efforts to increase CalFresh benefit amounts to better meet recipients’ nutritional needs, improve ease and accessibility of the CalFresh application and recertification processes, and adjust CalFresh eligibility requirements to include currently excluded populations with significant need. 129. SUPPORT efforts for a more flexible framework that allows the state to supplement CalFresh benefits if federal assistance is insufficient or unavailable and streamline enrollment. Recent natural disasters have underscored the need for greater flexibility for the state. 130. SUPPORT legislation that would create access to community-supported agriculture through CalFresh. Contra Costa County has many food deserts, and these programs could be leveraged to help residents get access to fresh, healthy food. 131. SUPPORT efforts that would ease data sharing across safety-net programs, including those administered by the Health Department, such as WIC. These programs allow data sharing at the state level, but not at the county level. Identifying eligible, but not enrolled, clients would allow for targeted outreach to improve the lives of children and families. 132. SUPPORT efforts to allow reverse direct certification between CalFresh and children on free and reduced lunch. While families on CalFresh are considered eligible for free and reduced lunch, there are more families who have free and reduced lunch status but are not enrolled in CalFresh. Current outreach and data sharing guidelines are confusing for families and have resulted in under-utilization of CalFresh. 133. SUPPORT a waiver that would allow county social services agencies to process CalFresh applications for jail inmates and suspend, rather than terminate, CalFresh eligibility when a recipient is detained in a county jail. This would allow these applicants to more quickly access resources when released and reduce duplicative administrative work for the county. Attachment E Proposed 2019 Platform 24 134. SUPPORT efforts to allow currently detained inmates to pre-enroll for benefits when they are schedules to be released. This would ensure more immediate access to support and resources as formerly incarcerated individuals re-enter society. Research has shown that access to benefit programs may help reduce recidivism and keep our community safer. 135. SUPPORT efforts to expand CalFresh benefits for SSI recipients and their families. This includes increasing the state supplement and allotting permanent funding streams to “hold harmless” family members of SSI recipients who may be negatively impacted by the SSI cash out. Families receiving CalFresh who are caring for a parent or disabled child on SSI may be pushed deeper into poverty if the hold harmless waivers are not extended. 136. SUPPORT exemptions to the “able-bodied adults without dependents” (ABAWD) CalFresh work requirements. This population faces many barriers to employment, including caring for disabled parents, housing insecurity, and interpersonal violence. 137. SUPPORT alignment of verification requirements for CalWORKS, CalFresh and Medi- Cal programs to simplify the customer experience and reduce the potential for error. Consider letting all programs access the Federal Hub used through CalHEERs. Currently, these programs have different requirements for client verification, though they are all benefit programs. Alignment of verifications would make program administration more efficient and improve the client experience. 138. SUPPORT efforts to allow applicants for Medi-Cal and CalFresh to have the same appointment and enrollment process. The eligibility guidelines for both programs are very similar. Requiring separate enrollment processes creates additional administrative work for the county and may delay needed support for vulnerable residents. 139. SUPPORT efforts to extend eligibility to zero share of Medi-Cal cost when recipients report new earned income. Scheduled increases to state and local minimum wage may impact eligibility to free health care. 140. SUPPORT fully funding administrative costs for Medi-Cal eligibility and renewal. Despite a strong economy, Medi-Cal enrollment has not dropped significantly over the last three years and high numbers of applications and renewals still come into the county every year. 141. SUPPORT allowing clinics to collect Medi-Cal payment for same-day mental health visits. Current legislation covers same-day dental referrals, but not mental health. Improving mental health may help ease homelessness and increase self-sufficiency. 142. SUPPORT allowing clinics to be reimbursed from Medi-Cal for telephonic and online visits during emergencies and disasters. During emergency events patients may not be able to easily come to a clinic office, but technology can allow providers to treat these patients. Recent fires have underscored the need to allow greater flexibility when responding to emergency events. Attachment E 25 143. SUPPORT efforts to extend eligibility of CalWORKs benefit b y exempting the first 6 months of earned income received from new employment or wage increases. This is intended to create better financial stability when a family’s income increases due to changes in local and state minimum wage law. 144. SUPPORT efforts to provide additional funds for family stabilization services for mental health and substance abuse support to include all family members. Taking a holistic approach to creating healthy families increases opportunities for healing and self- sufficiency. 145. SUPPORT efforts to ensure that no CalWORKs grant falls below 50% of the federal poverty line. This could include an increase to the CalWORKS Maximum Aid Payment (MAP) and the annual funding of a CalWORKS cost of living adjustment (COLA). MAP has not increased in ten years despite a rapidly rising cost of living in the Bay Area. This would help prevent families from falling into deep poverty, which can cause toxic stress on children and impede their ability to lead self-sufficient lives as adults. 146. SUPPORT efforts to increase County flexibility in the use of CalWORKs funds and in program requirements in order to better support the transition of welfare dependent families from welfare-to-work to self-sufficiency. Legislative changes to support these initiatives could include the following: a. Welfare-to-Work. Extending the length of time families can receive Welfare to Work services (job training and search and other employment related services) including job retention services and eliminating the 24-month “time clock”. Currently CalWORKS recipients are eligible to receive supportive services and Welfare-to-Work services for up to 48 months if they are in compliance with CalWORKS rules. Helping people move from poverty and significant education gaps to full time employment in jobs that pay a high enough wage to be self- sufficient is difficult. It can take longer than 48 months and allowing for the flexibility to extend supportive services and training to 60 months would help. We should allow participants to engage in activities according to their family needs rather than add additional restrictions on the Welfare-to-Work program. b. Diversion: Removing the criteria that someone has to be apparently eligible to CalWORKs in order to qualify for diversion and base the criteria on the client’s circumstance and ability to maintain the situation on their own without the need of continued assistance. This includes efforts to increase the amount of the diversion payment and allowing families to reapply for CalWORKs during their diversion period without penalty. c. Exempting job retention services from the time clock. These services help those who obtain employment while on CalWORKs stay employed. Exempting these services, while still needed, from the 24-month time clock would decrease the likelihood of families losing income and returning to cash assistance. Attachment E Proposed 2019 Platform 26 d. Exempting the hard-to-serve from Welfare-to-Work activities and the 20% exemption or providing flexibility in the time limit (dependent upon terms and conditions of TANF authorization). Developing an eligibility definition to 250% of the federal poverty level (FPL) would ensure more families meet income eligibility requirements. All of these measures would make it easier for CalWORKs families to enter employment services, become employed, and continue with the support they need in order to maintain their jobs. 147. SUPPORT establishing a General Assistance Program with a state share of funding. The General Assistance Program is 100% County funded. Moving it to the State would relieve pressure on the County budget and appropriately direct costs to the State. 148. SUPPORT efforts to create whole family care through a more comprehensive safety net of services that enable families to be stable and have economic opportunities. Healthy infant and toddler brain development is dependent on the health and security of their family. Increasing Access to Housing and Ending Homelessness According to the Self-Sufficiency Standard, a family of four in Contra Costa County would need to earn $71,700 annually to cover basic costs for housing, food, health care, transportation, childcare, and taxes. This is equivalent to more than three full-time jobs at the California minimum wage. The cost of living in Contra Costa County has increased exponentially. Fair market rent for a two-bedroom apartment is now $2,173 a month, a 74 percent increase from 2007. Further, Contra Costa County is home to over 2,200 homeless individuals, many of whom are minors and transition age youth. Human Services has partnered with the Health Department to develop more robust services for the homeless, however, most of these programs are contingent on grant funding rather than permanent investments. These policy positions support legislation and initiatives that strengthen housing justice to ensure all Contra Costa residents have access to safe shelter. 149. SUPPORT efforts to revise the definition of “homelessness” in the Welfare & Institutions Codes to include families who have received eviction notices due to a verified financial hardship or are temporarily staying in someone else’s home, thus allowing early intervention assistance for CalWORKs families. Current law prevents CalWORKs from providing homeless assistance until the CalWORKs family is actually “on the street.” This rule change would enable the County to work with CalWORKs families who are being threatened with homelessness to prevent the eviction and, presumably, better maintain the family members’ employment status. 150. SUPPORT increase of daily rate available under Temporary Homeless Assistance for CalWORKs families. Current rates do not reflect the cost of shelter in California. 151. SUPPORT efforts to secure permanent housing assistance for CalWORKs participants, including initiatives to create support for shared housing. Permanent housing is key to improving the overall health and wellbeing of vulnerable populations. Attachment E 27 152. SUPPORT efforts that would create state grants and/or navigation services to establish or expand programs that provide specified housing assistance and supportive services to homeless youth. California has the highest rate of youth homelessness in the country. 153. SUPPORT efforts that would help to stabilize and provide housing supports for at-risk Adult Protective Services clients. Homeless among seniors is increasing in the Bay Area, and affordable housing that is also accessible to seniors’ needs is in increasingly short supply. 154. SUPPORT increased investments in housing for victims of domestic violence and human trafficking including the preservation of emergency and long-term housing options for victims. Creating Quality Early Care and Education Care for a preschool age child in Contra Costa now tops over $10,000 a year. Access to quality early care and education is critical for children’s development and allows parents to work and attend school. Community Services currently serves over 2,000 children and their families each year, providing high quality childcare and early education. Though we have been successful in obtaining grant funds to offer care to more children, this is still woefully short of demand. Our county would need to triple available childcare openings to meet the needs of Contra Costa families. These policy positions support legislation and initiatives that promote healthy child development and the financial security of working families. 155. OPPOSE legislation, rules, regulations or policies that restrict or affect the amount of funds available to, or the local autonomy of, First 5 Commissions to allocate their funds in accordance with local needs. This gives First 5 Commissions greater spending flexibility to respond to the unique needs of every community. 156. OPPOSE any legislation that increases tobacco taxes but fails to include language to replace any funds subsequently lost to The California Children and Families Act/Trust Fund for local services funded by tobacco taxes (Proposition 10 in 1998 and Proposition 99 in 1988). 157. SUPPORT efforts by the Contra Costa County’s executive directors and program administrators of all Child Care and Development Programs to advocate for funding adequate to maintain quality standards and ensure staff retention. Budgets in these programs have stagnated or reduced. An increase would greatly help low-income people find work and stay in jobs. 158. SUPPORT efforts to increase the number of subsidized childcare slots to address the shortage of over 20,000 slots serving children 0-12 years of age in Contra Costa County; and SUPPORT efforts to enhance the quality of early learning programs and maintain local Quality Rating and Improvement Systems (QRIS) for early learning providers. Affordable childcare is key to low-income workers remaining employed and there is a significant Attachment E Proposed 2019 Platform 28 dearth of subsidized childcare slots. Increasing quality of early learning is important to developing skills in the next generation. 159. SUPPORT legislation to expand early childcare and education and increase funding for preschool and early learning, including the restoration of State Quality Childcare Funds. Contra Costa County is experiencing a severe shortage of childcare availability, and quality childcare is a foundation for success and stability as children develop. 160. SUPPORT the funding for Facility Restoration and Repair (FRR) through the California Department of Education. Increasing the funding amounts for facility restoration of early childhood education would allow for improved facilities at Head Start sites. Contra Costa County has several childcare facilities in modular buildings not meant for long-term use and other facilities in need of repairs. 161. SUPPORT alignment of family eligibility for subsidized childcare with cost of living adjustments and higher minimum wage rates. The cost of childcare has risen substantially in the Bay Area and is an obstacle for families to continue to work or attend school. 162. SUPPORT efforts that encourage access to early education home visiting programming. This will support families in providing an environment that promotes healthy growth and development of their young children. 163. SUPPORT efforts that would allow CalWORKs Welfare-to-Work participants to participate and achieve high school equivalency program without having their 24-month clock be impacted during their time in the program. On average, high school graduates earn more than $10,000 more than those without a diploma. Supporting education is a sustainable pathway to self-sufficiency. 164. SUPPORT efforts to continue subsidized childcare for CalWORKs recipients who time out while enrolled in a job training or education program. This will allow families to complete job training and education programs, improving their chances of being self-sufficient in the future. 165. SUPPORT legislation to continue subsidized childcare for CalWORKs recipients who find become employed and are above the income threshold. Once employed, families may need additional time to find new childcare arrangements. Stopping subsidized childcare may jeopardize family’s ability to remain employed. 166. SUPPORT efforts to ensure funding of childcare for CalWORKs and former CalWORKs families at levels sufficient to meet demand. The State of California has not fully funded the cost of childcare for the “working poor.” Additional funding would allow more CalWORKs and post-CalWORKs families to become and/or stay employed. Attachment E 29 Protecting Aging Adults and Individuals with Disabilities Contra Costa County has one of the highest concentrations of older adults in the country. Our dependency ratio (the number of working adults to those under 18 and over 65-years-old), will rise to a nearly one to one ratio by 2060. According to the California Elder Economic Security Index (a county-specific measure of the minimum income necessary to cover basic needs for retired older adults), the average senior in our county would need over double their Social Security payment in order to be self-sufficient. Over one in ten Contra Costa residents has a disability, many of whom live in poverty. Although in-home support services for these populations are among the fastest growing within Human Services, state funding for aging adults and individuals with disabilities was severely cut during the recession and continues to impact our ability to recruit and retain social workers and home care workers. These policy positions support legislation and initiatives that invest in services and supports for our rapidly growing elder population. 167. SUPPORT simplification of IHSS service hour calculation and allocation to insure compliance with the Fair Labor Standards Act (FLSA) and efficiently provide services to consumers. Recent changes in the administrative budget and database system have created unfunded mandates within IHSS. 168. SUPPORT efforts to allow counties to use alternative reassessment approaches including, but not limited to, telephonic reassessments. IHSS serves many people with disabilities that do not change year over year (e.g., quadriplegics) and an in-person visit is not necessary to reauthorize their eligibility. An increased aging population in Contra Costa County has resulted in unprecedented numbers of IHSS applications, making timely year-over-year in- person assessments more difficult. 169. SUPPORT legislative efforts that allow for coordination of services and data, across state and county departments that support aging and elder populations. Elders often are served in multiple county systems, and increased coordination would support the holistic care of our aging population. 170. SUPPORT creation of funding opportunities and policies which promote the development of aging-friendly communities. Rising costs of living create barriers to aging in place, potentially displacing seniors from their support systems and care providers. While housing is an issue for many in Contra Costa County, there is an even greater shortage of ADA accessible and senior-friendly affordable housing. 171. SUPPORT legislation and investments related to long-term care, senior housing affordability, medical service access, transportation, isolation and other quality of life issues to support aging with dignity. 172. SUPPORT efforts to develop emergency temporary shelter and/or short-term options for Adult Protective Services population and consider options that include, but are not limited to, licensing of facilities specifically for this population and exploring Medi -Cal billing options to support clients in hospitals and other care facilities pending a more permanent Attachment E Proposed 2019 Platform 30 housing placement. Accessible housing is in increasingly short supply throughout the Bay Area. 173. SUPPORT research that describes and assesses local service needs and gaps impacting aging residents and that proposes specific and actionable local strategies to address these needs. Contra Costa County has one of the largest populations of seniors in the United States and more assessment is needed to understand the best practices for how to support this community. 174. SUPPORT efforts that identify, eliminate, and prevent in-home neglect of the elderly and dependent adults and scams and fraud (internet and otherwise) targeted at the elderly and dependent adults. 175. SUPPORT legislative efforts that would enhance confidentiality of DMV records for Adult Protective Services social workers (a practice already in place for Child Protective Services social workers). 176. SUPPORT legislation that would reduce Medi-Cal share of cost for adults 65 and older, as well as disabled individuals. Current guidelines for the aged and disabled population burdens them with a higher share of cost than those who are not elderly or disabled. Investing in Violence Prevention We aim to prevent, interrupt and end child abuse, domestic violence, sexual assault, elder abuse and human trafficking in Contra Costa County. From August 2017 to August 2018, Employment & Human Services received approximately 8,500 reports of child abuse and over 600 reports of elder abuse. In 2017 over 600 child abuse cases were investigated. Through a federal grant administered through the Alliance to End Abuse, we know that around 200 survivors of human trafficking are identified and receive services in our County annually. Between July 2016 and June 2017 our local Domestic Violence agency (STAND! for Families Free of Violence) received over 14,000 crisis calls and provided case management services to over 1,000 adults and 40 children. We recognize the interconnectedness of all forms of violence and seek to address the root causes and underlying cultural norms that contribute to violence. We seek to prevent all forms of violence; support whole-person services for victims, offenders and their families; and differentiate responses for individuals based on risk assessment. We value respect and dignity for all. These policy positions support legislation and initiatives that create a safer and more just community. 177. SUPPORT efforts that seek to address the impact of domestic violence, sexual assault, human trafficking, elder abuse and child abuse; implement culturally relevant, trauma- informed responses; connect victims to services; and prevent interpersonal violence. 178. SUPPORT efforts that differentiate risk and provide differential response based on risk and needs for individuals affected by interpersonal violence. Differentiating risk and needs allows for more appropriate, individual and realistic responses to individuals navigating the systems. Differentiating risk and needs based off assessments decreases the chance of further violence. Attachment E 31 179. SUPPORT efforts to increase cross-agency and cross-system collaboration on interpersonal violence cases including the sharing of confidential or protected information in multidisciplinary team settings in order to increase support for survivors. 180. SUPPORT efforts that foster collaboration across protective and criminal systems, which allow for facilitation of cross reporting of interpersonal violence. 181. SUPPORT efforts to increase language access and cultural responsive services for survivors of interpersonal violence. We know that victims and offenders are more likely to seek support if services are culturally responsive, language appropriate and trauma informed. 182. SUPPORT efforts to address and prevent the underlying causes, stressors and triggers that lead to violence. 183. SUPPORT efforts that ensure all survivors of interpersonal violence, and their families, feel safe to access services. We value wrap-around supportive services for victims, offenders and their families. 184. SUPPPORT efforts that seek to provide support and services for individuals who experience secondary or vicarious trauma. We support efforts that seek to change the cultural norms that do not permit, encourage, or openly engage staff to seek services. We believe that staff who are exposed to secondary trauma deserve to receive the same whole person care we advocate for on behalf of survivors. 185. SUPPORT efforts to promote safety of Adult Protective Services workers conducting required unannounced home visits by allowing them to request and receive from law enforcement criminal record checks through the California Law Enforcement Telecommunications System (CLETS). This would primarily be used for reported abusers in the household. 186. SUPPORT efforts that seek to identify and eliminate elder financial abuse and elder exposure to crime that may be committed through conservatorships, powers of attorney, notaries and others who have the right to control elder assets, including through solutions that allow access for Adult Protective Services to access financial records for investigation of financial abuse and exploitation. Financial abuse is a fast-growing form of abuse of seniors and adults with disabilities and current law does not authorize financial institutions to grant access to financial records necessary to investigate the reported abuse without the consent of the account holder or authorized representative. 187. SUPPORT efforts to establish an “umbrella code” or other efficient data-sharing systems for the reporting of incidents of elder abuse to the Department of Justice, thus more accurately recording the incidence of abuse. Current reporting policies within California’s law enforcement community and social services departments are uncoordinated in regards to the reporting of adult abuse. Under an “umbrella code,” law enforcement agencies and Attachment E Proposed 2019 Platform 32 social services departments would uniformly report incidents of elder abuse and California would have much better data for policy and budget development purposes. 188. SUPPORT efforts that focus on dependent adult and elder abuse prevention including, but not limited to, providing respite for caregivers. 189. SUPPORT efforts that prevent domestic violence and domestic violence homicide including assessment of risk for assault or lethal force (including stalking and strangulation) throughout the criminal justice system. Lethality risk assessments have been found to increase awareness for law enforcement officers and service providers; increase awareness for victims and the likelihood of victims engaging in formal services; force professionals to look more closely at domestic violence cases and; create shared language among providers and professionals. 190. SUPPORT efforts to increase understanding of the lethality risks of strangulation and to document incidences of strangulation. Ensuring Equity for Immigrant Communities Contra Costa County is extremely diverse. Nearly one in four Contra Costa residents is an immigrant. Immigrants contribute to our local economy as employees, homeowners, business owners, and consumers. Recent federal policies have aimed to decrease immigrant’s access to the safety net. Research has shown that fear of immigration enforcement can increase immigrants’ vulnerability to crime and decrease their utilization of health care and other services, straining emergency systems when care can no longer be delayed. These policy positions support legislation and initiatives to create a more welcoming county and defend the rights of all immigrants in our community. 191. SUPPORT the expansion of benefits and services for immigrants, refugees, and asylum seekers. Nearly one-quarter of Contra Costa residents are immigrants. These residents contribute to our communities and need access to vital services to ensure the health and well-being of all. 192. SUPPORT the use of state funds to pay for CalFresh benefits for those Deferred Action for Childhood Arrivals (DACAs) and PRUCOL (Permanent Residents Under the Color of Law) who would otherwise be ineligible for CalFresh. 193. SUPPORT efforts to increase language access and cultural responsive services for survivors of interpersonal violence. 194. SUPPORT efforts that would require the California Department of Social Services to translate all state-provided materials used by In-Home Support Services providers into the threshold languages. Contra Costa is a diverse county and having materials that include the languages spoken by many county residents may increase access to these vital programs. Attachment E 33 195. OPPOSE any changes to “public charge” rules that may penalize immigrants for using vital services they are legally allowed to access. The County has reaffirmed our commitment to providing a safe, welcoming atmosphere for immigrants. Additional changes in public charge regulations would further jeopardize the health and well-being of our county. Investing in Healthy Families The majority of households in Contra Costa County are families. Nearly 15% of children in our county have experienced two or more adverse or traumatic events, including bullying and abuse by a family member. County services help ensure the safety of children, as well as provide support for parents to give their children more stable homes. These policy positions support legislation and initiatives that promote stability for children who have experienced abuse and trauma, as well as enhance family supports to reunify. 196. SUPPORT continued and improved funding for substance abuse treatment and mental health services including those that provide alternatives to incarceration and Laura’s Law. 197. SUPPORT increased funding for Foster Parent Recruitment and Retention. Under the Continuum of Care reform, more children need to be placed in home-based foster care rather than congregate group homes. Recruiting and retaining quality foster parents is critically important to maintain stability for children who have experienced abuse and trauma. 198. SUPPORT efforts to limit hospital discharges for children under the care of CFS when there is no safe and sustainable placement for the child secured. This may help increase placement stability for children and reduce homelessness for youth. Homeless youth are more likely to be victimized than children who have home placements. 199. SUPPORT improved and complete funding to implement the Continuum of Care Reform. This is the largest reform to Children and Family services in recent history and has created a greater need for more home-based placement options, especially for children with severe mental health or behavioral issues. It has also created greater demand for support services, such as trauma-informed behavioral supports, and shifted costs to counties for group home placements when a home placement cannot be secured. In order to provide stability for these children, more funding is needed to support case management and secure quality foster parents. 200. SUPPORT reforms to the Private Adoption Agency Reimbursement Program (PAARP) that will reduce counties’ financial liability when claims exceed funding from the state. In fiscal year 2017-18, counties were required to cover nearly $7 million in overages. 201. SUPPORT child-specific approval for kinship caregivers (and non-related extended family members) to enable relatives to care for their related child/children, if in the child’s best interest. Attachment E Proposed 2019 Platform 34 202. SUPPORT efforts to allow Title IVE-E foster care payments to family-based treatment facilities in California, as permitted by the federal Families First Act, for children who are in living with their parents in such facilities, therefore preventing family separation. These facilities allow parents seeking mental health and substance abuse treatment to live with their children, which disqualifies the family from maintenance services. However, research generally shows improved outcomes for both children and parents when they are allow ed to stay together during treatment. 203. SUPPORT efforts that would amend the definition of “relative” as applied to state funded Kinship Guardianship Assistance Payments (Kin-Gap) to be consistent with the federally funded Kin-Gap. This will allow all Kinship guardianship cases to be treated uniformly and allow more families to experience independence, normalcy and other benefits of permanence as legal guardians. Developing Contra Costa County’s Workforce Contra Costa County is home to nearly 600,000 workers. Jobs here are growing, and our employment rate is dropping. Still, the economic recovery varies here by region and there are significant barriers to employment for many of our residents. Services targeted to those most in need are essential to ensure that everyone has access to the education, training, and employment support services necessary to gain meaningful and life-supporting employment. This includes taking steps to ensure that the County is appropriately staffed and trained for future needs. The policy positions support legislation and initiatives that enhance economic development programs that promote shared economic prosperity and access to jobs. 204. SUPPORT efforts to increase coordination between WIOA and title 5 (APS) to support senior employment. Many seniors are seeking employment to make ends meet. Coordination between existing funding streams would create more support for older workers to enter the workforce, gain new skills, and live independently. 205. SUPPORT initiatives to support social work education for APS, similar to the Title IV-E MSW program for Child Welfare Agencies. APS is also experiencing a social worker shortage and as the population continues to age it is critically important that we have staff able to support the unique needs of elder adults. 206. Support efforts to increase the flexibility of Workforce Development Board spending to increase supportive services and respond to local workforce needs. 207. SUPPORT efforts to expand the Workforce Development Board’s ability to partner with local community colleges in offer more training and education options with viable career pathways that provide income mobility and livable wages. 208. SUPPORT efforts to Integrate Workforce Development Board services into the CalWORKs program to create robust job training and support services within the county. Attachment E 35 209. SUPPORT efforts for continuing training and education for social workers. Social workers serve our community and should have access to the most up-to-date methods to provide quality services. 210. SUPPORT efforts to raise wages for the early care and education workforce (such as childcare workers, preschool/infant-toddler teachers). The wages for these positions have not kept pace with other employment opportunities and makes it difficult to recruit and retain quality teachers. 211. SUPPORT bills to increase teacher training and education, including funding to support current county employees to obtain a teaching credential. There is currently a shortage of quality, credentialed teachers in the county. 212. SUPPORT funding for statewide Adult Protective Services training. Law enforcement, first responders, and other government workers respond to APS calls but do not necessarily have training on the issues facing indigent adults and elders. 213. SUPPORT investments in continuous training and coordination of training for all law enforcement officers, District Attorneys, Public Defenders, Probation Officers, Judges and other court staff on issues of domestic violence, sexual assault, human trafficking, elder abuse, child abuse, and trauma informed approaches. 214. SUPPORT efforts that promote training, capacity building and deeper understanding for students, educators and social service staff on trauma informed care, adverse childhood experiences, healthy workplaces and schools. 215. SUPPORT efforts to increase training on human trafficking (with a specific focus on labor trafficking) for law enforcement, prosecutors and others involved in criminal investigations. 216. SUPPORT efforts that seek to specialize and build expertise for designated staff and systems (such as developing a commercially sexually exploited youth court or creating human trafficking units) to better support survivors of human trafficking. 217. SUPPORT efforts to increase funding for the 2020 Census. Contra Costa has been designated as a “hard to count” county by the federal government, and current funding levels may not be adequate to hire the staff needed for an accurate count of our residents. 218. SUPPORT efforts to protect the visual images of people seeking assistance in public social services facilities. Recently there have been incidences of public filming in social service lobbies across the state, with customers risking being publicly associated with services and becoming vulnerable to exploitation. Attachment E Proposed 2019 Platform 36 Indian Gaming Issues Contra Costa County is currently home to the Lytton Band of the Pomo Indians’ Casino in San Pablo, a Class II gaming facility. There has been a proposal for an additional casino in North Richmond. Local governments have limited authority in determining whether or not such facilities should be sited in their jurisdiction; the terms and conditions under which the facilities will operate; and what, if any, mitigation will be paid to offset the cost of increased services and lost revenues. Contra Costa County has been active in working with CSAC and others to address these issues, as well as the need for funding for participation in the federal and state review processes and for mitigation for the existing Class II casino. 219. SUPPORT efforts to ensure that counties who have existing or proposed Class II Indian gaming facilities receive the Special Distribution Funds. 220. CONSIDER, on a case by case basis, whether or not to SUPPORT or OPPOSE Indian gaming facilities in Contra Costa County, and only SUPPORT facilities that are unique in nature and can demonstrate significant community benefits above and beyond the costs associated with mitigating community impacts. 221. OPPOSE the expansion or approval of Class III gaming machines at the existing gaming facility in Contra Costa County unless it can be demonstrated that there would be significant community benefits above and beyond the costs associated with mitigating community impacts. 222. SUPPORT State authority to tighten up the definition of a Class II machine. 223. SUPPORT State legislative and administration actions consistent with the CSAC policy documents on development on Indian Lands and Compact negotiations for Indian gaming. Land Use/Community Development 224. SUPPORT efforts to promote economic incentives for "smart growth," in Priority Development and Priority Production Areas including in-fill and transit-oriented development. Balancing the need for housing and economic growth with the urban limit line requirements of Measure J (2004) will rely on maximum utilization of “smart growth” and Sustainable Community Strategy principles. Priority Production Areas are locally designated zones where manufacturing, warehousing, distribution and repair services would be a priority consideration in determining future land use. 225. SUPPORT efforts to increase the supply of affordable housing, including, but not limited to, state issuance of private activity bonds, affordable and low income housing bond measures, low-income housing tax credits and state infrastructure financing. This position supports a number of goals in the County General Plan Housing Element. 226. SUPPORT establishment of a CEQA exemption for affordable housing financing. Current law provides a statutory exemption from CEQA to state agencies for financing of affordable housing (Section 21080.10(b) of the California Public Resources Code and Section 15267 of the CEQA Guidelines)—but not to local agencies. The current exemption Attachment E 37 for state agencies is only operational if a CEQA review process has been completed by another agency (e.g., by the land use permitting agency). Since the act of financing does not change the environmental setting, the net effect of the exemption is streamlining the process for providing financial assistance for already approved projects. AB 2518 (Houston) in 2006 was a Contra Costa County-sponsored bill to accomplish this, but it was not successful in the Legislature. 227. SUPPORT efforts to obtain a CEQA exemption or to utilize CEQA streamlining provisions for infill development or Priority Development Areas, including in unincorporated areas. Section 15332 of the CEQA Guidelines is a Categorical Exemption for infill development projects but only within cities or unincorporated areas of a certain size surrounded by cities. Without the exemption, housing projects in the unincorporated areas that are not surrounded by cities (e.g. North Richmond, Montalvin Manor and Rodeo) are subject to a more time-consuming and costly process in order to comply with the CEQA guidelines than that which is required of cities, despite having similar housing obligations. The CEQA exemption bill signed by the Governor in 2013 (SB 741) only applies to mixed-use or non- residential projects in the unincorporated areas that are both within ½ mile of a BART station and within the boundaries of an adopted Specific Plan. 228. SUPPORT efforts to reform State housing element law to promote the actual production and preservation of affordable housing and to focus less on process and paper compliance. 229. OPPOSE efforts to limit the County’s ability to exercise local land use authority. 230. SUPPORT efforts to reduce the fiscalization of land use decision-making by local government, which favors retail uses over other job-creating uses and housing. Reducing incentives for inappropriate land use decisions, particularly those that negatively affect neighboring jurisdictions, could result in more rational and harmonious land use. 231. SUPPORT allocations, appropriations, and policies that support and leverage the benefits of approved Natural Community Conservation Plans (NCCPs), such as the East Contra Costa County NCCP. 232. SUPPORT the granting of approximately $24 million to the East Contra Costa County NCCP from the $90 million allocation for NCCPs in Proposition 84. 233. SUPPORT the continued inclusion of NCCPs for funding in allocations from Propositions 1 and 64. Proposition 68 was passed in 2018; programs that support NCCPs were subsequently allocated funding. In addition to the programs that are identified in Prop 68, NCCPs are eligible to receive other funds, and the County should continue to support these funding allocations. In 2018 the East County NCCP successfully increased CDFW’s Local Assistance Program from $600,000 to $2.6M with funds from Prop 68. Continuing that level of funding requires ongoing support from local agencies including Contra Costa County. Attachment E Proposed 2019 Platform 38 234. SUPPORT $90 million for implementation of NCCPs and an additional $100 million for watershed protection and habitat conservation in future park, water or natural resource bonds. 235. SUPPORT the position that NCCPs are an effective strategy for addressing the impacts of climate change and encourage appropriate recognition of the NCCP tool in implementation of climate change legislation such as SB 375, AB 32 as well as an appropriate tool for spending Cap and Trade revenues. Promote effective implementation of NCCPs as a top priority for the California Department of Fish and Wildlife. 236. SUPPORT an increase to $1.6 million for the California Department of Fish and Wildlife’s Local Assistance Grant program. SUPPORT efforts to streamline implementation of NCCPs including exemptions from unnecessary regulatory oversight such as the Delta Plan Covered Actions process administered by the Delta Stewardship Council. 237. SUPPORT alignment of State and Regional of Water Board permits (Section 401 clean water act and storm water permits) and California Department of Fish and Wildlife Streambed Alteration Agreement (Section 1602 of the Fish and Game code) and other State natural resource permitting with California Endangered Species Act permitting through NCCPs to improve the overall efficiency, predictability and effectiveness of natural resource regulation. 238. SUPPORT legislation that would give local agencies specific tools for economic development purposes in order to enhance job opportunities, with emphasis on attracting and retaining businesses, blight removal and promoting smart growth and affordable housing development, while balancing the impacts on revenues for health and safety programs and healthy communities. 239. SUPPORT legislation that would resolve the administrative funding gap for agencies serving as the Successor Housing Agency. Such legislation should not have a negative impact on the localities’ general fund. The Redevelopment Dissolution Act allows Successor Agencies a modest allowance of tax increment funds to support Successor Agency administrative costs. There is no such carve out for Housing Successors. However, unlike Successor Agencies, Housing Successors have an ongoing obligation to monitor existing affordable housing developments. These obligations will continue for up to 55 years. 240. SUPPORT legislation that would clarify the ability of successor agencies to former redevelopment agencies to enter into contracts with its sponsoring jurisdiction and third parties to fulfill enforceable obligations. The existing redevelopment dissolution statute limits the contracting powers of successor agencies which is causing delays in their ability to expeditiously retire certain enforceable obligations of the former redevelopment agencies. 241. SUPPORT legislative and regulatory efforts that streamline compliance with the California Environmental Quality Act (CEQA) by integrating it with other environmental protection Attachment E 39 laws and regulations, modifying the tiering of environmental reviews, expanding the application of prior environmental reviews, focusing areas of potential CEQA litigation, and enhancing public disclosure and accountability. 242. OPPOSE CEQA reform efforts that reduce environmental protections for projects that cross county or city boundaries. 243. SUPPORT efforts to improve or streamline CEQA for efficiency without losing sight of its ultimate goal to thoroughly identify environmental impacts and mitigations. 244. OPPOSE efforts to change CEQA solely to accommodate one particular infrastructure project or set of projects. 245. SUPPORT legislation that amends Section 20133 of the Public Contract Code to 1) delete the existing sunset date of July 1, 2014 for design-build authority granted to counties, and 2) eliminate the current project cost threshold of $2.5 million required for the use of the design-build method. 246. SUPPORT legislation that funds programs to remediate brownfield sites in the County and modifies existing programs to make implementation easier or apply more broadly. Specifically:  Consider modification to the Cleanup Loans and Environmental Assistance to Neighborhoods (CLEAN) program that would simply the approval process for applications;  Broaden the criteria for sites that are eligible for California Land Reuse and Revitalization Act (CLRRA) to include all sites that are listed by the State or Federal Government as contaminated; and  Fully fund the California Recycle Underutilized Sites (CALReUse) program. Law and Justice System 247. SUPPORT legislation that seeks to curb metal theft by making it easier for law enforcement agencies to track stolen metals sold to scrap dealers through such means as requiring identification from customers selling commonly stolen metals, banning cash transactions over a certain amount, and requiring scrap dealers to hold materials they buy for a certain period of time before melting them down or reselling them. 248. SUPPORT legislation that provides a practical and efficient solution to addressing the problem of abandoned and trespassing vessels and ground tackle in an administrative process that allows the California State Lands Commission to both remove and dispose of such vessels and unpermitted ground tackle. Boat owners in increasing numbers are abandoning both recreational and commercial vessels in areas within the Commission’s jurisdiction. Our state waterways are becoming clogged with hulks that break up, leak, sink and add pollutants to our waterways and marine habitat. Attachment E Proposed 2019 Platform 40 249. SUPPORT legislation that requires boater’s insurance. Currently, boaters are not required to carry insurance in California. 250. SUPPORT legislation that provides better funding for local agencies forced to deal with abandoned and sunken vessels and their environmental impacts. 251. OPPOSE legislative proposals to realign additional program responsibility to counties without adequate funding and protections. 252. OPPOSE legislation that would shift the responsibility of parolees from the state to the counties without adequate notification, documentation and funding. 253. SUPPORT legislation that will help counties implement the 2011 Public Safety Realignment as long as the proposal would: provide for county flexibility, eliminate redundant or unnecessary reporting, and would not transfer more responsibility without funding. 254. SUPPORT legislation that will combat the negative impact that human trafficking has on victims in our communities, including the impact that this activity has on a range of County services and supports, and support efforts to provide additional tools, resources and funding to help counties address this growing problem. 255. SUPPORT State legislation banning the sale of alcopop products by businesses that sell alcoholic beverages. The California Department of Alcoholic Beverage Control is responsible for regulating the type of alcohol products that a business may sell. A type of flavored malt alcoholic beverage product known as “alcopops” has been identified as a contributor to under-age drinking in the County. The term alcopops usually refers to sweetened malt or alcoholic beverages that are typically sold in single-serving bottles or cans. The Board, through recommendations from the Public Protection Committee, has adopted amendments to the Alcoholic Beverage Sales Commercial Activities Zoning Ordinance that authorizes the County to prohibit the sale of alcopops at any establishment not in compliance with the performance standards. Along with the code changes, various implementation strategies were also approved in order to better coordinate efforts between County Departments and agencies for streamlined implementation and enforcement of the Ordinance. 256. SUPPORT legislative reform of current bail provisions that will replace reliance on money bail with a system that incorporates a pretrial risk assessment tool and evidence-based pretrial release decisions. The current reliance on fixed bail schedules and commercial money bonds ignores public safety factors and unfairly penalizes poor people who are awaiting trial. Bail reform in this manner will ensure that only dangerous persons who cannot be safely supervised in the community while they are awaiting trial will be held in custody pretrial. Locally, our County has moved in this direction with an AB109 funded pretrial program. Attachment E 41 257. SUPPORT legislation that would clarify that information under Penal Code section 13202 is local summary criminal history information, and support legislation that would add a section to Penal Code section 13100 that states that access to Criminal Offender Record Information (CORI) for a criminal justice agency to understand the impact of policies and the effectiveness of programs is essential for the effective administration of criminal justice and that this section seeks to encourage and improve access to CORI amount criminal justice agencies for research and evaluation purposes. Levees 258. SUPPORT administrative and legislative action to provide significant funding for rehabilitation of levees in the western and central Delta. Proposition 1E, passed in November 2006, provides for over $3 billion for levees, primarily those in the Central Valley Flood Control Program. Language is included in the bond for other Delta levees but funding is not specifically directed. The County will work to actively advocate for $1 billion in funding through this bond. 259. SUPPORT legislation that requires the levee repair funds generated by Proposition 1E be spent within one year or legislative hearings conducted on expediting the expenditure of bond proceeds through the Department of Water Resources Delta Levees Section. Many public agencies, including reclamation districts charged with maintaining levees, have complained about the state’s inaction in allocating and distributing the levee funds that were raised by the bond sales authorized by Proposition 1E in 2008. Legislation could require the immediate distribution of these funds to local levee projects. The Delta Reform Act of 2009 authorized over $202 million for levee repairs. Legislative hearings may produce explanations from the state as to why these funds are not being distributed or identify methods to streamline administration of these funds. 260. SUPPORT legislation to amend California Water Code Section 12986, to maintain the state/local funding ratio of 75/25 for the state’s Delta Levees Subventions Program, which provides funds for local levee repair and maintenance projects. The code provisions that have the state paying 75% of project costs will expire on July 1, 2013. At that time the matching ratio will change to 50/50. This means local reclamation districts will have to pay a larger portion of project costs (50%, compared to their current 25% requirement). Many districts do not have the funding to do so. The Delta Levees Subventions Program should continue to use funds from bonds or other dedicated sources, rather than the state’s General Fund. For the past several years the program has been funded from bonds. When these bond funds run out, the program will have to be funded from the General Fund, unless some other new dedicated funding source is established. 261. SUPPORT legislation dealing with the Delta, including levees and levee programs, level and type of flood protection, beneficiary-pays programs, flood insurance, liability and other levee/land use issues. 262. SUPPORT legislation/regulation requiring Reclamation Districts to develop, publish, and maintain hazard emergency plans for their districts. Emergency response plans are critical Attachment E Proposed 2019 Platform 42 to emergency management, particularly in an area or situation like the Delta where a levee break could trigger other emergencies. This legislation/regulation should also include the requirement for plan review and annual distribution of the plan to the residents of the district, County Office of Emergency Services and other government agencies that have emergency response interests within the district. 263. SUPPORT legislation to amend California Water Code Section 85057.5 to bring the Delta Stewardship Council’s “covered actions” land-use review process into consistency with CEQA. This section of state code defines a “covered action,” which refers to local permit decisions that are subject to potential revocation by the Council, as adopted in the Council’s Delta Plan. The proposed process works as follows: (1) if a local permit application meets the definition of a “covered action,” the jurisdiction must evaluate it for consistency with all of the policies in the Council’s Delta Plan. (2) If the jurisdiction finds the project is consistent with the Delta Plan, they notify the Council of this finding. (3) Anyone who objects to the project may appeal the consistency finding, and it will be up to the Council to make the final decision. Should the Council decide against the local jurisdiction, there is no appeal process available to the jurisdiction or project applicant other than legal action. “Covered actions” are defined in Section 85057.5 of the California Water Code. It defines them as plans, projects or programs as defined by CEQA, and then goes on to grant several exemptions to certain types of projects. It does not, however, provide exemptions for all the project types that CEQA itself exempts. CEQA provides a lengthy list of categorical exemptions for plans, projects and programs that generally do not have significant environmental impacts, and projects that have compelling reasons to move forward quickly (such as public safety projects). The entire list of categorical exemptions from CEQA also should be exempt from the Delta Stewardship Council’s “covered actions” process. Library 264. SUPPORT State financial assistance in the operation of public libraries, including full funding of the Public Library Fund (PLF), and the California Research and Education Network (CalREN), an advanced network-services fabric serving the vast majority of research and education institutions in the state. 265. SUPPORT State bonds for public library construction. The 2000 library construction bond provided funding for two libraries in Contra Costa County. There is currently a need of approximately $289,000,000 for public library construction, expansion and renovation in Contra Costa County. 266. SUPPORT continued funding for the California Library Literacy and English Acquisition Services Program, which provides matching funds for public library adult literacy programs that offer free, confidential, one-on-one basic literacy instruction to English- speaking adults who want to improve their reading, writing, and spelling skills. Attachment E 43 Pipeline Safety 267. SUPPORT legislation that contains specific mitigations or solutions for installation of Automatic Shutoff Valves for both High Consequence Areas (HCA) and for those that transverse Active Seismic Earthquake Faults for all intrastate petroleum pipelines. State Fire Marshal Annual Inspections of all Intrastate Petroleum Pipelines do not contain the specific mitigations or solutions for installation of Automatic Shutoff Valves for both High Consequence Areas (HCA) and for those that traverse Active Seismic Earthquake Faults that are mandated for Gas Pipelines under AB 2856. The County has several petroleum pipelines that should be classified under these categories and present the same explosive nature as gas pipelines do. 268. SUPPORT legislation that contains specific language for protection of all seasonal and all year creeks and all State Waterways where petroleum pipelines are present. New and replacement pipelines near environmentally and ecologically sensitive areas should use the best available technology including, but not limited to, the installation of leak detection technology, automatic shutoff systems or remote controlled sectionalized block valves, or any combination of these technologies to reduce the amount of oil released in an oil spill to protect state waters and wildlife. Telecommunications and Broadband 269. SUPPORT clean-up legislation on AB 2987 that provides for local emergency notifications similar to provisions in cable franchises for the last 20 years. Currently our franchises require the cable systems to carry emergency messages in the event of local emergencies. With the occurrence of several local refinery incidents, this service is critical for Contra Costa. Under federal law, Emergency Alert System requirements leave broad discretion to broadcasters to decide when and what information to broadcast, emergency management offices to communicate with the public in times of emergencies. 270. SUPPORT preservation of local government ownership and control of the local public rights-of-way. Currently, local government has authority over the time, place, and manner in which infrastructure is placed in their rights-of-way. The California Public Utilities Commission is considering rulemaking that would give them jurisdiction to decide issues between local government and telecommunication providers. 271. SUPPORT the expansion of broadband (high speed internet service) to drive economic development and job opportunities, support county service delivery, and improve health, education and public safety outcomes for residents. For communities to realize these full benefits of broadband it must be capable of supporting current technology. Access and adoption are both necessary elements that should be supported in state and federal legislative or regulatory proposals. This entails the following: • Establishing and maintaining reliable broadband in unserved or underserved communities; Attachment E Proposed 2019 Platform 44 • Promoting the knowledge, skills and behaviors that comprise digital literacy; • Making broadband affordable for all households; • Maximizing funding for infrastructure; and • Reducing infrastructure deployment barriers. Transportation 272. SUPPORT increased flexibility in the use of transportation funds. 273. SUPPORT regional coordination that provides for local input in addressing transportation needs. Coordinated planning and delivery of public transit, paratransit, non- profit/community-based transit, and rail services will help ensure the best possible service delivery to the public. Regional coordination will be essential to complete planning and development of important regional transportation projects that benefit the state and local road system such as TriLink (State Route 239), improvements to Vasco Road, completion of remaining segments of the Bay Trail, improvements to the Delta DeAnza Regional Trail, and the proposed California Delta and Marsh Creek Trails. Support for consistent, coordinated deployment of advanced transportation/mobility technology such as connected vehicles and automated vehicles, and advanced wireless is also in the public interest. There may be interest in seeking enhanced local input requirements for developing the Sustainable Communities Strategy for the Bay Area mandated by SB 375 for greenhouse gas reduction. It is important that the regional coordination efforts are based on input gathered from the local level, to ensure the regional approach does not negatively impact local communities. “Top-down” regional or state planning efforts would be inconsistent with this goal. Consistent with that position, relief from the requirements imposed on the County by the state relative to the Iron Horse corridor would foster coordination along this multi-jurisdictional corridor. Such relief could be provided through administrative action or County sponsored legislation. 274. SUPPORT efforts to improve safety throughout the transportation system. The County supports new and expanded projects and programs to improve safety for bicyclists, pedestrians and wheelchair users, as well as projects to improve safety on high-accident transportation facilities such as Vasco Road. Data on transportation safety would be improved by including global positioning system (GPS) location data for every reported accident to assist in safety analysis and planning. The County also supports the expansion of school safety improvement programs such as stable/dedicated funding for crossing guards, revised school zone references in the vehicle code, Safe Routes to Schools (SR2S) grants, statutory authorization of an automated safety enforcement (speed cameras) pilot program, efforts to improve the safety, expansion and security of freight transportation system including public and private maritime ports, airports, rail yards, railroad lines, rail bridges and sidings. The County also supports limits or elimination of public liability for installing traffic-calming devices on residential neighborhood streets. 275. SUPPORT funding or incentives for the use of environmentally-friendly resources in transportation construction projects. The County seeks and supports grant programs, tax credits for manufacturers, state purchasing programs, and other incentives for local Attachment E 45 jurisdictions to use renewable and environmentally friendly materials such as pervious concrete, cool pavements, rubberized asphalt (made from recycled tires) that the County has used as paving material on San Pablo Dam Road and Pacheco Boulevard, and other emerging technologies/materials. 276. SUPPORT streamlining the delivery of transportation safety projects. The length of time and amount of paperwork should be reduced to bring a transportation safety project more quickly through the planning, engineering and design, environmental review, funding application, and construction phases, such as for Vasco Road. This could include streamlining the environmental review process and also streamlining all state permitting requirements that pertain to transportation projects. Realistic deadlines for use of federal transportation funds would help local jurisdictions deliver complex projects without running afoul of federal time limits which are unrealistically tight for complex projects. 277. SUPPORT efforts to coordinate development of state-funded or regulated facilities such as courts, schools, jails, roads and state offices with local planning. The County supports preserving the authority of Public Works over County roads by way of ensuring the Board of Supervisors’ control over County roads as established in the Streets & Highways Code (Ch2 §940) is not undermined. This includes strongly opposing any action by a non-local entity that would ultimately dilute current Board of Supervisors discretion relative to road design and land use. In addition to being coordinated with local planning, there are well documented conflicts between state school development policies and state policies related to greenhouse gas reduction, safe routes to school, complete streets, and “Health In All Policies.” The County supports administrative and legislative efforts to resolve these conflicts. 278. SUPPORT efforts to coordinate planning between school districts, the state, and local jurisdictions for the purposes of: (1) locating and planning new schools, (2) funding programs that foster collaboration and joint use of facilities, and (3) financing off-site transportation improvements for improved access to existing schools. The County will urge the California Department of Education’s current Title 5 update effort to include removing the current conflict between current school siting policies and sustainable communities. Related to this effort, the County supports reform of school siting practices by way of legislative changes related to any new statewide school construction bond authorization. The County takes the position that reform components should include bringing school siting practices and school zone references in the vehicle code into alignment with local growth management policies, safe routes to school best practices, State SB 375 principles, and the State Strategic Growth Council’s “Health in All Policies Initiative.” The County will also urge DOE's current Title 5 update effort to apply the requirements of Title 5, as they pertain to evaluating the risks from hazardous materials, to schools being rebuilt on the site of existing schools and to charter schools, and to include the evaluation of risks from hazardous materials potentially released from nearby industrial facilities due to fire, explosions or accidental releases to school siting criteria. Related to this, the County supports the development of guidelines for assessing and mitigating the risks of siting new schools near industrial facilities and rail lines due to potential explosions and fires from the use, storage, manufacture and transportation of hazardous materials, similar to the Attachment E Proposed 2019 Platform 46 guidelines they have established for assessing and mitigating the risks from the transportation of hazardous materials through pipelines. State financial and/or technical support to offset the cost of adhering to new guidelines or requirements should be provided. 279. SUPPORT regional aviation transportation planning efforts for coordinated aviation network planning to improve service delivery. Regional aviation coordination could also improve the surrounding surface transportation system by providing expanded local options for people and goods movement. 280. SUPPORT efforts to increase waterborne transport of goods and obtaining funds to support this effort. The San Francisco to Stockton Ship Channel is a major transportation route for the region, providing water access to a large number of industries and the Ports of Sacramento and Stockton. A project is underway to deepen the channel, providing additional capacity to accommodate increasing commerce needs of the Ports and providing better operational flexibility for the other industries. Increased goods movement via waterways has clear benefits to congestion management on highways and railroads (with resultant air quality benefits). 281. SUPPORT legislative and administrative measures to enhance rail safety, increase state oversight of railroad bridges, provide funding for the training of first responders, and implement regulations that increase tank car safety standards for cars transporting crude oil and other hazardous materials, and regulations that require railroads to share data with state emergency managers and local responders. 282. SUPPORT funding increases for active transportation projects and planning. Funding is needed for improved pedestrian infrastructure and enhancements and expansion of: trails, on-street bike facilities (Class II and III), and separated facilities (Class I and Class IV [cycle track]). Funding is also needed for corridor and ”bicycle superhighway” planning, trail access improvements, overcrossings, intersection improvements, Class I - IV inter- connectivity projects (gap closures), wayfinding/signage projects, and facilities/designs identified in emerging best practices. 283. OPPOSE efforts to condition or link the distribution of transportation funds to a jurisdiction’s production of housing relative to RHNA (Regional Housing Needs Allocation). 284. SUPPORT administrative or legislative mechanisms that facilitate coordination between transportation agencies and utilities relative to expediting construction projects. Without willing and proactive coordination, transportation projects are subject to delays and substantially increased costs. These costs are borne by the taxpayers. Veterans 285. SUPPORT legislation and budget actions that will continue the state's annual local assistance for County Veterans Service Offices at a minimum of the $5.6 million level. The eventual goal is to fully fund CVSOs by appropriating the full $11 million in Attachment E 47 local assistance funding as reflected in Military and Veterans Code Section 972.1(d). County Veterans Service Offices (CVSOs) play a vital role in the local veteran community, not only within the Veterans Affairs claims process, but in other aspects as well. This includes providing information about all veterans’ benefits (Federal, State and local), as well as providing claims assistance for all veteran-related benefits, referring veterans to ancillary community resources, providing hands-on development and case management services for claims and appeals and transporting local veterans to VA facilities. 286. SUPPORT legislation and budget actions that will provide veterans organizations with resources to make necessary repairs to, or replacement of, their meeting halls and facilities. Across California, the meeting halls and posts of Veterans Service Organizations such as the American Legion and Veterans of Foreign Wars serve as unofficial community centers. Many of these facilities are not compliant with Americans with Disabilities Act accessibility standards, are not earthquake retrofitted, or have deteriorated in recent years due to declining membership and reduced rental revenues as a result of the economic downturn. The County will support legislation that would create a competitive grant program for veterans’ organizations, classified by the IRS as 501c19 non-profit organizations and comprised primarily of past or present members of the United States Armed Forces and their family members, to use for repairs and improvements to their existing facilities. 287. SUPPORT legislation that will improve the timeliness and quality of both VA benefits claim decisions and VA healthcare services. Specifically, legislation that works toward improving on the expedited processing of claims, providing VA healthcare, and administering of benefits to populations with unique needs, such as homeless Veterans, Women Veterans, and Veterans experiencing service related Posttraumatic Stress Disorder or service related Traumatic Brain Injury. Waste Management 288. SUPPORT legislation that establishes producer responsibility for management at the end of their useful life of products, including pharmaceuticals, batteries, sharps and veterinary medicine. 289. SUPPORT efforts to increase the development of markets for recycled materials. 290. SUPPORT legislative and regulatory efforts to allow third parties, under specific circumstances and conditions, to collect and transport household hazardous waste to collection facilities. 291. SUPPORT legislation that seeks to remedy the environmental degradation and solid waste management problems on a State-wide basis of polystyrene containers and single-use plastic bags typically given away for free at grocery, retail and other establishments. 292. SUPPORT legislation that does not require increased diversion from landfills without an adequate funding mechanism. Attachment E Proposed 2019 Platform 48 293. SUPPORT legislation that would make changes to the used tire redemption program. Instead of collecting a disposal fee from the consumer when new tires are purchased, a disposal fee would be collected at the wholesale level and redeemed by the disposal site when the used tires are brought to the site. The party bringing the tires to the disposal site would also receive a portion of the fee. 294. SUPPORT legislation that relieves counties with privately-operated landfills from the state requirement for maintaining a 15-year supply of disposal capacity for waste generated within each county. In 1989, Contra Costa County amended its general plan to accommodate construction of Keller Canyon Landfill. Due to the difficulty in siting landfills and the requirements of Public Resources Code 47100 – Countywide Siting Element, the County maintained authority to control the amount of waste disposed at this facility from outside the county. Despite Contra Costa County’s opposition, AB 845 became law on January 1, 2013 and prohibits any jurisdiction from regulating the amount of waste disposed at a privately-operated landfill based on its place of origin. Because local jurisdictions can no longer control importation of waste to privately- operated landfills, a host County that receives a significant amount of waste from outside the county will have a greater need to undertake the difficult task of identifying new disposal capacity pursuant to the Countywide Siting Element requirement. Since the state believes there is no need for local jurisdictions to regulate disposal of solid waste by place of origin, the state should remove existing statutes that require each County with privately- operated landfills to identify sufficient disposal capacity for the waste generated by the jurisdictions within that County. 295. SUPPORT legislation that can reduce the amount of harmful pharmaceuticals (including veterinary medicine) that ultimately enter waste water treatment facilities, bodies of water, and landfills. 296. SUPPORT legislative and regulatory efforts to restrict payments from the Beverage Container Recycling Program Fund for redemption of beverage containers sold out of state. Fraudulent redemption of these beverage containers is costing the Fund from $40 million to $200 million annually. This fraud combined with loans to the General Fund to reduce the State budget deficit has significantly reduced the availability of funds for increasing recycling as intended under the law. 297. SUPPORT legislative and regulatory efforts that correct the imbalance between the County’s regulatory authority to control the collection and disposal of solid waste generated within the unincorporated areas and our exposure to state penalties for failing to meet state mandates for diverting solid waste generated within these areas as a result of Appellate Court decisions. In litigation where the County sought to protect its solid waste franchise authority for unincorporated areas the court awarded franchise authority to the Rodeo Sanitary District and Mountain View Sanitary District while the County remains exposed to state penalties for failing to meet state mandates for reducing disposal of solid waste generated in these areas. Attachment E 49 298. OPPOSE legislative and regulatory efforts that require more of counties related to diverting waste from landfills without concurrently establishing an adequate funding mechanism. 299. SUPPORT efforts that will help counties more effectively combat illegal dumping, including but not limited to establishing a more reasonable burden of proof standard, changing any remaining infractions to misdemeanors and increasing penalty amounts or options (e.g. vehicle seizure). 300. OPPOSE legislative or regulatory efforts to eliminate any existing waste diversion credits or disposal reduction credits. 301. SUPPORT legislative or regulatory efforts to reduce what counties are required to recycle or divert from landfills if and when there is not an adequate market for materials which had previously been recycled. 302. OPPOSE legislative or regulatory efforts that require counties to site, fund, approve, build and/or operate organic processing facilities, including composting operations. 303. OPPOSE regulatory efforts related to solid waste management that impose requirements on counties that directly conflict with or exceed the scope of authority of the enabling legislation. Workforce Development 304. SUPPORT legislative and regulatory efforts that make the necessary changes to existing law for the implementation of the federal Workforce Innovation and Opportunity Act (WIOA) in California. The County supports legislation that would include provisions that state that the Local Plan developed by local workforce boards should be the basis of all workforce planning in the local areas and all workforce-related state grants. Additionally, the County supports provisions that ensure that staffing costs and support services should be included in the training expenditure requirement. Finally, the County supports provisions that require all programs listed in the Workforce Innovation & Opportunity Act (WIOA) work together to ensure that data is collected and reported across all programs, utilizing the state’s base-wage file system to ease local reporting burdens. 305. SUPPORT efforts to include marginally attached workers, including discouraged workers, and involuntary part-time workers more formally in the California Workforce Investment Act. (Marginally attached workers are persons not in the labor force who want and are available for work, and who have looked for a job sometime in the prior 12 months (or since the end of their last job if they held one within the past 12 months), but were not counted as unemployed because they had not searched for work in the 4 weeks preceding the survey. Discouraged workers are a subset of the marginally attached.) Attachment E 20189 ADOPTED PROPOSED STATE LEGISLATIVE PLATFORM Contra Costa County Attachment F 1 January 23, 2018 Amended March 27, 2018 January 22, 2019 Table of Contents COUNTY-SPONSORED LEGISLATION ........................................................................................... 2 LEGISLATIVE/REGULATORY ADVOCACY PRIORITIES ........................................................ 22 STATE PLATFORM POLICY POSITIONS ..................................................................................... 56 Agriculture......................................................................................................................................... 56 Animal Services ................................................................................................................................. 67 Child Support Services ....................................................................................................................... 78 Climate Change ................................................................................................................................. 87 Delta Water Platform ....................................................................................................................... 910 ElectionsEconomic Development ..................................................................................................... 910 Elections ............................................................................................................................................ 10 Emergency Preparedness, Emergency Response .............................................................................. 119 Eminent Domain .............................................................................................................................. 120 Flood Control and Clean Water ........................................................................................................ 102 General Revenues/Finance .............................................................................................................. 113 Health Care...................................................................................................................................... 135 Human Services ............................................................................................................................. 1922 Indian Gaming ............................................................................................................................... 2836 Land Use/Community Development .............................................................................................. 2836 Law and Justice System .................................................................................................................... 319 Levees ........................................................................................................................................... 3241 Library……………………………………………………………………………………………………… .................................... 3442 Pipeline Safety………………………………………………………………………………………………..…… ......................... 3443 Telecommunications and Broadband ............................................................................................. 3543 Transportation ............................................................................................................................... 3544 Formatted: Centered Attachment F Adopted Proposed 20189 Platform 2 Veterans ............................................................................................................................................ 38 Waste Management ...................................................................................................................... 3946 Workforce Development ................................................................................................................. 409 Attachment F 3 20189 STATE LEGISLATIVE PLATFORM CONTRA COSTA COUNTY Each year, the Board of Supervisors adopts a State Legislative Platform that establishes priorities and policy positions with regard to potential State legislation and regulation. The State Legislative Platform includes County-sponsored bill proposals, legislative or regulatory advocacy priorities for the year, and policies that provide direction and guidance for identification of and advocacy on bills which would affect the services, programs or finances of Contra Costa County. COUNTY-SPONSORED LEGISLATION 1. Seniors/Persons with Disabilities Transportation Funding Program The “Seniors/Persons with Disabilities (SPD) Transportation Program” creates a mechanism to strategically increase funding for transportation programs serving the senior/disabled population. It is acknowledged at the local, regional, state and federal levels that transportation programs for this population are underfunded and underdeveloped. These deficiencies will increase as demographic ad public health shifts amplify these issues.West Contra Costa Healthcare District (SB 522) 2. Sales Tax Exemption Proposal for On-Call Volunteer Fire Departments This proposal would remove a logistical barrier to the purchase of equipment used exclusively by volunteer, on call fire departments by exempting those purchases from applicable sales and use taxes. Such a change would be consistent with exemptions in other states and remove an artificial barrier that can delay the purchase of necessary firefighting equipment. Volunteer on-call fire departments provide the same service as full-time departments in areas that simply do not generate the tax revenue needed for 24-hour shift crews. For these departments, such as the Crockett- Carquinez Fire Department, the cost to replace an aging fire engine can represent between 80 and 110 percent of their total yearly budget. As a result, these small districts must continue to keep older engines in service well past their recommended replacement in order to amass sufficient funds to purchase a replacement. This results in higher maintenance costs, more down time, and most importantly, greater risk for our firefighters. 3. Illegal Dumping Seek legislation, in conjunction with Alameda County and other partners, that specifically establishes statewide hauler permitting requirements and associated penalties as well as increasing penalties allowed by State law for illegal dumping. Given the District’s limited funding and change in operations, legislation that would allow the Board of Supervisors to appoint the District’s governing body is necessary and appropriate. It would eliminate the cost of elections and foster collaboration between the District and the County as these two public agencies work together to meet the medical needs of District residents. On August 1, 2017, the Board of Supervisors authorized the County Administrator to seek legislation to change the District’s Board of Directors from an elected board to one appointed by the Board Formatted: Font: Bold Formatted: Font: Not Italic Formatted: List Paragraph, Indent: Left: 0", Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0.25" + Indent at: 0.5" Formatted: Font: Bold, Underline Formatted: Font: Times New Roman, Bold, Underline Formatted: Font: Bold, Underline Formatted: Font: Not Italic, Underline Formatted: Font: Bold Formatted: List Paragraph Formatted: Font: Not Bold Formatted: Font: Not Bold, Not Highlight Formatted: Space After: 0 pt Formatted: Font: Bold, Underline Formatted: Indent: Left: 0", Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0.25" + Indent at: 0.5" Formatted: Font: Not Italic, Underline, Not Highlight Formatted: Font: Times New Roman Formatted: Not Highlight Formatted: Not Highlight Formatted: Font: Times New Roman, Bold, Italic Formatted: Space After: 0 pt Formatted: Font: Bold, Underline Formatted: Indent: Left: 0", Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0.25" + Indent at: 0.5" Formatted: Not Highlight Formatted: Normal Formatted: Font: Times New Roman Formatted: Not Highlight Attachment F Adopted Proposed 20189 Platform 4 of Supervisors. The District’s governing body also supports this change. A bill has been introduced to accomplish this, SB 522, and will be considered in January 2018. LEGISLATIVE/REGULATORY ADVOCACY PRIORITIES Each year, issues emerge through the legislative process that are of importance to the County and require advocacy efforts. For 20189, it is anticipated that critical issues requiring legislative advocacy will include the following (in alphabetical order): Priority 1: State Budget – The state’s continuing economic recovery, prior budget cuts, and the additional, temporary taxes provided by Proposition 30 have combined to bring the State Budget to a much improved financial condition. While the Governor's Budget identifies cost pressures and budget risks in health and human services programs, of particular concern to counties is the inadequate reimbursement for our ever-increasing cost of operating several human services programs: the “Human Services Funding Deficit,” formerly referred to as the “Cost of Doing Business.” The annual shortfall between actual county expenses and state reimbursement has grown to over $1 billion since 2001, creating a de facto cost shift to counties. The funding gap forces counties to reduce services to vulnerable populations and/or divert scarce county resources from other critical local services. It also increases the risk of state and federal penalties. Due to the restructuring of In-home Supportive Services (IHSS) funding in the State Budget (SB 90), the new Maintenance of Effort will shift program costs to counties; Contra Costa County anticipates a resultant decrease in IHSS administration funding. At the same time, the County expects that IHSS caseloads and authorized hours per case will continue to increase. In Contra Costa County, the number of caseloads increased by 16% from FY 2013-14 to FY 2016-17; the number of providers grew by 13%; and average authorized hours per case increased by 19%. The new proposed administrative funding is not expected to match the growing need for increased administration time and support needed to meet the demand of the growing IHSS population. Anticipated negotiations for the FY 2019-2020 State budget will re-examine the funding structure for IHSS and determine the sustainability of county revenues and programs. Priority 2: Health Care – Counties play a critical role in California’s health reform efforts. Counties serve as employers, payers, and providers of care to vulnerable populations. Consequently, counties actively participate in discussions of how to best reform and preserve the health care system in California and implement the national health care reform legislation passed in 2010, The Patient Protection and Affordable Care Act (ACA). The optional Medi-Cal Expansion, in effect on Jan. 1, 2014, was a significant part of the State Budget process in 2013. The ACA had required states to expand Medicaid programs to allow childless adults at or below 138 percent of poverty to be eligible for Medicaid (known as Medi- Cal in California). The Supreme Court struck down that mandate but allowed it to be an option for states, which California exercised. However, significant unknowns remain including questions about the actual impact of the ACA coverage expansions on counties and the number of uninsured individuals to whom counties will Formatted: Justified Formatted: Not Highlight Attachment F 5 still need to provide services. Counties will retain the Section 17000 responsibility, and there will be significant variations in the impacts of both the ACA and AB 85 for the different types of counties: county hospital (12 counties including Contra Costa County), payor/clinic and County Medical Services Program (CMSP) counties. The County will continue to work on the implementation of required health care reform measures to maximize federal revenue. The County will support efforts to provide counties with the necessary tools to implement health care reform which may include performing eligibility and enrollment, preserving existing county resources from 1991 Realignment, providing for a smooth transition for the various operational systems, and supporting legislation to ensure that low-income families are covered under the Affordable Care Act while opposing legislation which would reduce Medi-Cal eligibility. In addition, the County will continue to work to reduce uncompensated health care costs, work on the adequacy of rates under the new health care system, and advocate for adequate state funding for community-based health and social service networks to improve service coordination, health outcomes and quality of life. Homelessness – With the growing numbers of homeless, the County will work on the implementation of the No Place Like Home program, the Homeless Emergency Aid Program, and the SB 2 funding program, to ensure that Contra Costa County receives its fair share of funding and that the guidelines work for implementation in the county. In addition, Contra Costa County will advocate for additional funding that reduces and prevents homelessness; expands the availability of permanent supportive housing; and provides counties with the ability to maximize and leverage available Federal, State and local funds to provide services for at-risk and homeless families and individuals. Realignment Implementation – The battle for constitutional protections for 2011 Realignment concluded successfully on November 6, 2012 when Proposition 30 was passed by the voters. Proposition 30 provides constitutional guarantees to the funding that supports Realignment and safeguards against future program expansion without accompanying funding. With these provisions in place, Contra Costa County continues to implement the array of programs transferred under 2011 Realignment, confident that funding is secure and programmatic responsibilities are defined. However, the County remains concerned that the funding is not sufficient and is also concerned about liability issues arising from the new responsibilities. Any future proposals to realign programs to counties must have constitutionally guaranteed ongoing funding and protections. The County will oppose any proposals that would transfer additional program responsibility to counties without funding, constitutional protections, county participation and approval. The County will also oppose efforts that limit county flexibility in implementing programs and services realigned in 2011 or infringe upon our ability to innovate locally. The County resolves to remain accountable to our local constituents in delivering high- quality programs that efficiently and effectively respond to local needs. Further, we support counties’ development of appropriate measures of local outcomes and dissemination of best practices. With regard to Public Safety realignment, counties have received parolees whose latest crime fits the specified “non-violent, non-serious, non-sex offender” (N3) definition but who have a criminal Formatted: No underline Formatted: Font: Not Bold, Not Italic Formatted: Font: Not Bold, Not Italic Formatted: Font: Not Bold, Not Italic Formatted: Font: Not Bold, Not Italic Formatted: Font: Not Bold, Not Italic Formatted: Font: Not Bold, Not Italic Formatted: Font: Not Bold, Not Italic Formatted: Font: Not Bold, Not Italic Formatted: Font: Not Bold, Not Italic Attachment F Adopted Proposed 20189 Platform 6 background that includes violent, serious and/or sexual crimes. Under the current legislation, the person’s latest offense/crime determines if they meet the N3 criteria. These individuals should stay under the responsibility of the state. The County will also support efforts to provide additional funding/grants to those counties that have a commitment to lowering the crime rate and reducing recidivism through the provision of innovative, comprehensive, evidence-based programs for offender populations and their families. The County will also continue to support efforts to ensure that the receipt of Local Community Corrections Funds matches the amounts anticipated from the state, without undue delay. Finally, the County also supports more funding for mental health and behavioral health programs and facilities in order to meet the requirements of Realignment and the goal of reducing recidivism. State Budget – The state’s continuing economic recovery, prior budget cuts, and record returns have combined to bring the State Budget to “remarkably good shape,” according to the Legislative Analyst’s Office. Governor Newsom’s January Budget Proposal outlined several ambitious proposals that will affect not only the state budget but county programs as well. The most notable elements of the Governor’s proposed budget related directly to counties include: easing the funding burden on counties for In-Home Supportive Services (IHSS); revamping regional housing goals and linking production to local transportation funding; building on the 2018 investments in housing and homeless programs; and providing funding and other resources for disaster response, recovery and prevention. However, of concern to counties is the inadequate reimbursement for our ever-increasing cost of operating several human services programs: the “Human Services Funding Deficit,” formerly referred to as the “Cost of Doing Business.” The annual shortfall between actual county expenses and state reimbursement has grown to over $1 billion since 2001, creating a de facto cost shift to counties. The funding gap forces counties to reduce services to vulnerable populations and/or divert scarce county resources from other critical local services. It also increases the risk of state and federal penalties. Priority 3: Water and Levees /The Sacramento-San Joaquin Delta – The enactment of the Delta Reform Act (2009), a bill that established the co-equal goals for reliable water supply and ecosystem restoration for the Delta, created the Delta Stewardship Council, and supported the proposed Bay Delta Conservation Plan (BDCP) --an effort to construct a pair of massive tunnels under the Delta, now recast as the California WaterFix (CWF)-- will bring significant, large-scale change to the Delta as we know it. The scope and content of these changes, as well as enduring political battles between northern and southern California over water, will continue to guide legislative and administrative agendas in the coming year. Enabling legislation was also passed in 2009 for a state water bond, which was delayed from the 2010 and 2012 ballots but successfully passed on the 2014 state ballot, as Proposition 1. Significant future impacts on the County in the areas of water quality and supply, levee stability, ecosystem health, local land use authority and flood control are anticipated. Particular areas of concern for 20189 include, but are not limited to: (1) the ongoing development of the BDCP project, now recast as the California WaterFix (CWF) and whether the state water bond appropriates funds specific to the BDCP/CWF; and (2) the impacts of the Delta Plan on local land use authority, efforts to expedite state bond funding for levee improvement projects, and the Attachment F 7 development of flow standards that will impact water quality and ecosystem health in the Delta. The County’s adopted Delta Water Platform, as well as the Strategic and Action Plans, are incorporated in this Platform by reference. Priority 4: Realignment Implementation – The battle for constitutional protections for 2011 Realignment concluded successfully on November 6, 2012 when Proposition 30 was passed by the voters. Proposition 30 provides constitutional guarantees to the funding that supports Realignment and safeguards against future program expansion without accompanying funding. With these provisions in place, Contra Costa County continues to implement the array of programs transferred under 2011 Realignment, confident that funding is secure and programmatic responsibilities are defined. However, the County remains concerned that the funding is not sufficient and is also concerned about liability issues arising from the new responsibilities. Any future proposals to realign programs to counties must have constitutionally guaranteed ongoing funding and protections. The County will oppose any proposals that would transfer additional program responsibility to counties without funding, constitutional protections, county participation and approval. The County will also oppose efforts that limit county flexibility in implementing programs and services realigned in 2011 or infringe upon our ability to innovate locally. The County resolves to remain accountable to our local constituents in delivering high- quality programs that efficiently and effectively respond to local needs. Further, we support counties’ development of appropriate measures of local outcomes and dissemination of best practices. With regard to Public Safety realignment, counties have received parolees whose latest crime fits the specified “non-violent, non-serious, non-sex offender” (N3) definition but who have a criminal background that includes violent, serious and/or sexual crimes. Under the current legislation, the person’s latest offense/crime determines if they meet the N3 criteria. These individuals should stay under the responsibility of the state. The County will also support efforts to provide additional funding/grants to those counties that have a commitment to lowering the crime rate and reducing recidivism through the provision of innovative, comprehensive, evidence-based programs for offender populations and their families. The County will also continue to support efforts to ensure that the receipt of Local Community Corrections Funds matches the amounts anticipated from the state, without undue delay. Finally, the County also supports more funding for mental health and behavioral health programs and facilities in order to meet the requirements of Realignment and the goal of reducing recidivism. Attachment F Adopted Proposed 20189 Platform 8 STATE PLATFORM POLICY POSITIONS A brief background statement accompanies policy positions that are not self -evident. Explanatory notes are included either as the preface to an issue area or following a specific policy position. Please note that new and revised policy positions are highlighted. The rationale for the policy position is italicized. Agriculture 1. SUPPORT efforts to ensure sufficient State funding for pest and disease control and eradication efforts to protect both agriculture and the native environment, including glassy- winged sharpshooter, light brown apple moth, and Japanese dodder activities; high risk pest exclusion activities; pesticide regulatory and law enforcement activities; and noxious weed pest management. Agriculture is an important industry in Contra Costa County. Protection of this industry from pests and diseases is important for its continued viability. 2. SUPPORT continued appropriations for regulation and research on sudden oak death, a fungal disease affecting many species of trees and shrubs in native oak woodlands. The County’s natural environment is being threatened by this disease. 3. SUPPORT funding for agricultural land conservation programs and agricultural enterprise programs, and support revisions to State school siting policies, to protect and enhance the viability of local agriculture. The growth in East County and elsewhere has put significant pressure on agricultural lands, yet agriculture is important not only for its production of fresh fruits, vegetables and livestock, but also as a source of open space. 4. SUPPORT legislation to establish legal authority where needed to facilitate the efforts by the California Department of Food and Agriculture and the Department of Boating and Waterways to survey and treat all infestations of the South American spongeplant and to rid the Delta of this and other invasive aquatic species through integrated pest management methods. Invasive aquatic species are a threat to agriculture, the environment and recreation in the Delta. This position includes support for efforts by the Department of Boating and Waterways to secure multi-year permits for eradication of multiple invasive aquatic plant species in the Sacramento-San Joaquin Delta, its tributaries, and its marshes. 5. SUPPORT the CSAC policy statement regarding revisions to the California Conservation Act of 1965 (the Williamson Act) to support legislative changes that preserve the integrity of the Williamson Act, eliminate abuses resulting in unjustified and premature conversions of contracted land for development, and to fully restore Williamson Act subventions. The state subventions to counties also must be revised to recognize all local tax losses. Formatted: Not Highlight Attachment F 9 Animal Services 6. SUPPORT efforts to protect local revenue sources designated for use by the Animal Services Department; i.e., animal licensing, fines and fees. Fines, fees, and licensing are major sources of revenue for the Animal Services Department. The demand for animal services is increasing each year as does the demand on the General Fund. It is important to protect these revenue sources to continue to provide quality animal service and to meet local needs. 7. SUPPORT efforts to protect or increase local control and flexibility over the scope and level of animal services. Local control over the scope of animal services is necessary to efficiently address public safety and other community concerns. Local control affords jurisdictions the ability to tailor animal service programs to fit their communities. Animal related issues in dense urban areas vary from those in small, affluent communities. 8. SUPPORT efforts to protect against unfunded mandates in animal services or mandates that are not accompanied by specific revenue sources which completely offset the costs of the new mandates, both when adopted and in future years. Unfunded mandates drain our limited fiscal resources and, at the same time, chip away at local control over the scope and level of services. 9. SUPPORT efforts to ensure full funding of State animal services mandates, including defense of the Department of Finance’s lawsuit against the State Commission on Mandates regarding the State obligations for reimbursement of local costs for animal services incurred in compliance with SB 1785. The County invested large sums of money to comply with SB 1785, with the assurance that our cost would be offset by reimbursements from the State. Failure by the State to honor the reimbursements negatively impacts the County General Fund and Animal Services’ budget. 10. SUPPORT efforts to protect and/or increase County flexibility to provide a nimal services consistent with local needs and priorities. The demand for quality animal service programming continues to increase each year. The County is experiencing population growth and changing demographics. It is incumbent upon the Animal Services Department to be flexible enough to adjust to the changing needs and priorities. 11. SUPPORT efforts to preserve the integrity of existing County policy relating to Animal Services (e.g., the Animal Control Ordinance and land use requirements). Contra Costa is looked upon as one of the model Animal Services Departments in the state. Its policies, procedures, and ordinances are a yardstick against which other Animal Control organizations are measured. The local control exercised by the Board of Supervisors is key to that hallmark. Formatted: Not Highlight Attachment F Adopted Proposed 20189 Platform 10 Child Support Services 12. SUPPORT the establishment of a statewide electronic registry for the creation and release/satisfaction of real property liens placed on property of a non-custodial parent as necessary to collect delinquent child support payments. California law currently provides that recording an abstract or notice of support judgment with a County Recorder creates a lien on real property in that county. This requires potentially recording the judgment in each of the 58 counties in order not to miss a property transaction. An electronic registry would simplifiesy not only the creation of liens but and also the release or /satisfaction of liens because there would beby creating a single statewide point of contact, and the entire process cwould be handled managed electronically through by automated meansprocesses with our centralized child support case management system. 13. SUPPORT amendment of current law that states that documents completed and recorded by a local child support agency may be recorded without acknowledgement (notarization) to clarify that the exception is for documents completed or recorded by a local child support agency. This amendment clarifies that documents that are prepared by the local child support agency and then sent for recording either by the local child support agency or by the obligor (non-custodial parent) or by a title insurance company are covered by the exemption, a technical point not acknowledged by all county recorder offices code to clarify that county recorders may not charge a fee or tax to record any child support agency document. A new code section or amendment to Government Code §27383 which states “No fee shall be charged by the recorder for services rendered to the State, to any municipality, county in the State or other political subdivision thereof, except for making a copy of a paper or record,” can clarify that any document prepared by the local child support agency and then sent for recording is covered by the exemption, a technical point not currently acknowledged by all county recorder offices. 14. SUPPORT efforts to simplify the court process for modifying child support orders by the court by requiring court appearances only when one of the parties objects to the modification. Currently, establishment of parentage and support by the court is permitted without court appearance if both parties are in agreement. A similar process for modification would reduce court time, the workload of all involved agencies and parties, and streamline the process that require the Department of Child Support Services to provide documents, forms, and letters in digitized format and distribute by any means that the department determines is feasible, including email, website and SMS texting. 15. SUPPORT efforts to ensure that the reduction to the California Department of Child Support Services is not passed down as a reduction to the local programthat create new child support enforcement methods or enhance existing child support enforcement methods. 16. SUPPORT efforts that would require the Department of Child Support Services to provide any notice form, information, or document that is required or authorized to be given, distributed, or provided to an individual, a customer, or a member of the public to be given, distributed, or provided in a digitized form, and by any means the Department determines Formatted: Pattern: Clear (Yellow) Formatted: Font: Not Italic Formatted: Font: Not Italic, Pattern: Clear (Yellow) Formatted: Pattern: Clear (Yellow) Formatted: Pattern: Clear (Yellow) Formatted: Pattern: Clear (Yellow) Formatted: Pattern: Clear (Yellow) Attachment F 11 is feasible, including, but not limited to, e-mail or by means of a websiteto ensure that any reduction in funding for the department of Child Support Services at the State level is not passed down as a reduction to the local child support agency. 17. SUPPORT efforts to increase funding for the child support program. OPPOSE efforts to reduce funding for the child support program. 18. OPPOSE efforts that restrict the child support agency from having access to customer data. 16.19. OPPOSE efforts that eliminate or restrict existing child support enforcement methods. Climate Change 17.20. SUPPORT the CSAC Climate Change Policy Statements and Principles which address a broad range of issues affected by climate change, including water, air quality, agriculture, forestry, land use, solid waste, energy and health. The document is largely based on existing CSAC policy and adapted to climate change. Additionally, the document contains a set of general principles which establish local government as a vital partner in the climate change issue and maintain that counties should be an active participant in the discussions in the development of greenhouse gas reduction strategies underway at the state and regional level. 18.21. SUPPORT efforts to ensure that the implementation of AB 32 results in harmony between the greenhouse gas reduction target created by the Air Resources Board for each regional/local agency, the housing needs numbers provided by the state Department of Housing and Community Development pursuant to housing element law, and the Sustainable Communities Strategy developed through the Regional Transportation Plan processes. 22. SUPPORT legislative or administrative efforts that favor allocation of funding from the California Greenhouse Gas Cap and Trade Program to jurisdictions that are the largest emitters of greenhouse gas, have disadvantaged communities that are disproportionately affected by environmental pollution, have Natural Community Conservation Plans or similar land conservation (fee title and easement) efforts that will address climate change and have demonstrated a local commitment to climate protection (e.g. established emissions reduction targets, prepared Climate Action Plans, etc.). The County has several good projects that would sequester carbon, such as Creek and wetland restoration projects. The County also has several creek and wetland restoration projects with carbon sequestration capacity that would likely be eligible for such allocations. Similarly, the County supports land conservation projects that may occur as fee title or easement acquisitions, these also will likely be eligible. 19.23. SUPPORT efforts to expand eligible expenditures of the Greenhouse Gas Reduction Fund to investments in accessible transit/transportation systems (serving seniors, disabled, veterans) which result in more efficient (shared trips, increased coordination) service and corresponding reductions in greenhouse gas production. Formatted: Font color: Auto Formatted: List Paragraph, Left, No bullets or numbering Formatted: Pattern: Clear (Yellow) Formatted: List Paragraph, Left, No bullets or numbering Formatted: Pattern: Clear (Yellow) Formatted: List Paragraph, Left, No bullets or numbering Formatted: Pattern: Clear (Yellow) Formatted: Pattern: Clear (Yellow) Formatted: Pattern: Clear (Yellow) Formatted: Pattern: Clear (Yellow) Formatted: List Paragraph, Left, No bullets or numbering Attachment F Adopted Proposed 20189 Platform 12 20. SUPPORT efforts to expand eligible expenditures of the Greenhouse Gas Revenue Fund to investments in accessible transit/transportation systems (serving seniors, disabled, veterans) which result in more efficient (shared trips, increased coordination) service and corresponding reductions in greenhouse gas production. This policy is in support of the accessible transit/transportation initiatives discussed during the Measure X and 2017 Countywide Transportation Plan approval, and is consistent with the "Accessible Transportation" report provided to the Board of Supervisors in September 2017 which documented the need for substantial investment to make improvements in this field. The September 2017 report established that the County is not unique in this situation; these issues are widespread which justifies a statewide/nationwide legislative approach. 21.24. SUPPORT efforts to ensure life-cycle costs are considered when planning new projects in the state. A key challenge for State and local agencies is funding the ongoing operation and maintenance of infrastructure. This includes all aspects of the built environment: buildings, roads, parks, and other infrastructure. As California begins to implement more aggressive climate goals, the State should be thinking about new methodologies for anticipating project costs. In particular, it is evident that California will need a different transportation system than the one we have currently, and that this new transportation system will be more expensive to maintain. Traditional accounting methods that look only at initial project cost lead to situations where infrastructure fails, at greater replacement cost than if ongoing operation and maintenance had been included from the beginning. This would include methodologies for internalizing the social and environmental costs of projects. 22.25. SUPPORT revisions to the Public Resources Code and the Air Resources Board’s Investment Plans to provide Cap and Trade funding for the conservation of natural lands, parks and open space through fee title acquisition as well as easements. 23.26. OPPOSE changes to the California Environmental Protection Agency’s protocols for designating disadvantaged communities which result in a reduction in the number or size of disadvantaged communities in Contra Costa County. Disadvantaged communities are prioritized for receipt of Greenhouse Gas Reduction Funds, the funding source for a number of state grant programs. Contra Costa County has a number of communities and neighborhoods that are economically and socially disadvantaged and located near large, current and former industrial sites. These industrial operations contribute through the Cap and Trade program to the Greenhouse Gas Reduction Fund. The state designations should continue to reflect the disproportionally acute needs of these communities. 24.27. As California and the East Bay region experiences more frequent and prolonged periods of extreme heat, extreme heat will impact human health, demand on health services, potable water, agriculture, vectors, wild fires, and demand on electricity. SUPPORT funding and infrastructure to help protect vulnerable communities and populations as the mean temperature of the region steadily increases due to global climate change. As California and the East Bay region experiences more frequent and prolonged periods of extreme heat, Formatted: Not Highlight Formatted: Not Highlight Formatted: Font: Italic Attachment F 13 extreme heat will impact human health, demand on health services, potable water, agriculture, vectors, wild fires, and demand on electricity. Delta Water Platform To protect the Sacramento-San Joaquin Delta from various detrimental forces that are affecting its health and resources, it is the policy of Contra Costa County to support implementation of projects and actions that will help improve the Delta ecosystem and the economic conditions of the Delta. Contra Costa County has adopted a Delta Water Platform to identify and promote activities and policy positions that support the creation of a healthy Sacramento-San Joaquin Delta. Contra Costa County will use this Platform to guide its own actions and advocacy in other public venues regarding the future of the Delta. Economic Development 28. SUPPORT an amendment to the California Competes (State incentive program) guidelines to consider qualifying low-income census tracts within unincorporated areas of a county (that as a whole does not qualify as low-income) in the enhanced scoring category. (This is a similar situation to that highlighted in AB 1804, where unincorporated areas were left out of an incentive program.) 29. SUPPORT legislation to dedicate net proceeds from State Lands Commission lease revenues for public benefit in the County in which they are generated with a focus on increasing public access to and enjoyment of the waterfront. 30. SUPPORT the State layering existing State economic development programs and incentives with Federal Opportunity Zone tax credit incentives. Elections 25.31. SUPPORT legislation to adjust precinct sizing from 1,000 voters per precinct to 1,250 voters per precinct. With the option of being able to have up to 1,250 voters per precinct, the best polling locations in a neighborhood can be selected, and that same site is more likely to be used for several elections, thus avoiding the need to change poll sites for voters. 26.32. SUPPORT full state reimbursement for state mandates imposed upon local registrars by the Secretary of State, including special state elections. The state has committed to reimburse Counties for the cost of certain state mandates. That reimbursement process, SB 90, can be lengthy and contentious. The SB 90 process is also subject to uncertainties including partial payments, delayed payments, and now, suspended or no payments. In lieu of the SB 90 process for Elections, there is merit in the examination of having the state pay its pro-rata share of costs when state candidates/measures are on the ballot. Emergency Preparedness, Emergency Response Formatted: Highlight Formatted: Highlight Formatted: Justified Formatted: Font: Italic, Highlight Formatted: Highlight Formatted: Justified, Indent: Left: 0.5", No bullets or numbering Formatted: Justified Formatted: Justified, Indent: Left: 0.5", No bullets or numbering Formatted: List Paragraph Formatted: Font: Times New Roman, Highlight Attachment F Adopted Proposed 20189 Platform 14 27.33. SUPPORT legislation that would give local agencies more authority to train volunteers, provide funding for Community Emergency Response Training (CERT), and help clean- up oil spills without taking on additional legal liability. 28.34. SUPPORT legislation that would require the state’s Oil Spill Prevention and Response Agency to improve communication and clean-up technology, increase safety standards for ships and establish special protections for ecologically sensitive areas. 29.35. SUPPORT legislation that would require responses to future oil spills in a shorter timeframe, with a more regional approach. 30.36. SUPPORT measures that enable counties and other local agencies to better exercise their responsibilities to plan for and respond to emergencies and disasters without taking on additional legal liability and oppose those that do not recognize or support the county and local agency role in the State’s Standardized Emergency Management System. 31.37. SUPPORT legislation or other measures requiring the creation or utilization of emergency rock stockpiles suitable for levee repair throughout the Delta, enabling increasingly efficient and less costly prevention of levee breaks and enhancement of initial response capabilities. 38. SUPPORT legislation that expands school safety improvement programs such as education regarding and placement of automated external defibrillator(s) (AED(s)) in schools. 39. SUPPORT legislation that would require cleanup of clandestine drug labs and other areas where illicit drugs are manufactured or handled and where there is a threat to the health and safety of the public and emergency responders, and would make the costs of cleanup recoverable from the responsible party and liens on property. The existing legislation is narrowly focused on the manufacturing of methamphetamine. Fentanyl use, storage, and production are growing throughout the state. Properties may be contaminated by hazardous chemicals used or produced in the manufacture of or the handling Fentanyl and Carfentanyl where those chemicals, remain and where the contamination has not been remediated. 40. SUPPORT legislation that will strengthen the Certified Unified Program Agency (CUPA) by expanding the local CUPA’s statutory authority to close a business, or portion of a business, whose processes or aim emissions are causing an imminent and substantial endangerment to public health and safety or the environment, as determined by CUPA. Support amendments that add the condition of “withholding” a permit if the permittee does not make the permit payment and clearly define the conditions which can lead to the immediate discontinuation of operation of the facility or function of the facility. In the County, Certified Unified Program Agency (CUPA) is administered by the Health Services Hazardous Materials Programs that regulates businesses that handle hazardous materials or generate hazardous waste. Such businesses must obtain a CUPA permit. CUPA routinely inspects these businesses. The Hazardous Materials Programs also responds to incidents where there is a release of hazardous substances. Health and Safety Code, Formatted: List Paragraph, Left, No bullets or numbering Formatted: Pattern: Clear (Yellow) Formatted: Font: Italic Formatted: Indent: Left: 0.5", No bullets or numbering, Pattern: Clear (Yellow) Formatted: Pattern: Clear (Yellow) Formatted: Font: Italic Formatted: Font: Italic Attachment F 15 Section 25404.1.1. Business facilities that fail to renew or pay their unified program permits pose a danger to public safety and the protection of the environment. Without strong enforcement actions and penalties against businesses that have not complied with the permitting requirements, the public health and safety will be in grave danger of being violated. This amendment will discourage businesses to operate without a valid permit since the consequences are costlier penalties and could lead to closure of their business. This enforcement action will prevent an unfair business advantage for those operating without a valid permit. 32. Eminent Domain 33.41. SUPPORT legislation that maintains the distinction in the California Constitution between Section 19, Article I, which establishes the law for eminent domain, and Section 7, Article XI, which establishes the law for legislative and administrative action to protect the public health, safety, and welfare. 34.42. SUPPORT legislation that would provide a comprehensive and exclusive basis in the California Constitution to compensate property owners when property is taken or damaged by state or local governments, without affecting legislative and administrative actions taken to protect the public health, safety, and welfare. Flood Control and Clean Water 35.43. SUPPORT authorization for regional approaches to comply with aquatic pesticide permit issues under the purview of the State Water Resources Control Board. Contra Costa County entered into an agreement with a neighboring county and several cities to share the costs of monitoring. While it makes sense for local government to pool resources to save money, State Board regulations make regional monitoring infeasible. 36.44. SUPPORT efforts to provide local agencies with more flexibility and options to fund stormwater programs. Stormwater permit requirements issued by the Regional Water Quality Control Boards are becoming more and more expensive, yet there is no funding. Stormwater services, encompassing both water quality and drainage/flood control, could be structured like a utility with the ability to set rates similar to the other two key water services: drinking water and wastewater. 37.45. SUPPORT efforts to provide immunity to local public agencies for any liability for their clean-up of contaminations on private lands. This will be more critical as the Regional Water Quality Control Boards institute Total Maximum Daily Loads, which establish a maximum allowable amount of a pollutant (like mercury) in the stormwater from a watershed. 38.46. SUPPORT efforts to require the Department of Water Resources (DWR) to provide 200 year flood plain mapping for all areas in the legal Delta. SB 5 requires the County and cities in the Delta to insure certain development projects must have 200 year level of Formatted: Font: Italic Formatted: Indent: Left: 0.5", No bullets or numbering, Pattern: Clear (Yellow) Attachment F Adopted Proposed 20189 Platform 16 protection and to make certain related findings. DWR has revisited developing 200-year flood plain maps, but if they do, only working in areas protected by project levees which does not include any areas within Contra Costa County. 39.47. SUPPORT legislation to enable Zone 7 Water Agency to become a new public agency, separate and apart from the Alameda County Flood Control and Water Conservation District, with territory in both Alameda and Contra Costa counties and the power to provide specific services, insofar as the legislation is guided by adopted Principles of Understanding. General Revenues/Finance As a political subdivision of the State, many of Contra Costa County’s services and programs are the result of state statute and regulation. The State also provides a substantial portion of the County’s revenues. However, the State has often used its authority to shift costs to counties and to generally put counties in the difficult position of trying to meet local service needs with inadequate resources. While Proposition 1A provided some protections for counties, vigilance is necessary to protect the fiscal integrity of the County. 40.48. SUPPORT the State's effort to balance its budget through actions that do not adversely affect County revenues, services or ability to carry out its governmental responsibilities. 41.49. OPPOSE any state-imposed redistribution, reduction or use restriction on general purpose revenue, sales taxes or property taxes unless financially beneficial to the County. (Note that a redistribution of sales and property tax may be beneficial to Contra Costa County in the event that sales tax growth lags behind property tax growth.) 42.50. OPPOSE efforts to limit local authority over transient occupancy taxes (TOT). 43.51. OPPOSE any efforts to increase the County's share-of-cost, maintenance-of-effort requirements or other financing responsibility for State mandated programs absent new revenues sufficient to meet current and future program needs. 44.52. SUPPORT efforts to ensure that Contra Costa County receives its fair share of State allocations, including mental health funding under Proposition 63 and pass-through of federal funds for anti-terrorism and homeland security measures. The State utilizes a variety of methods to allocate funds among counties, at times detrimental to Contra Costa County. 45.53. SUPPORT efforts to receive reimbursement for local tax revenues lost pursuant to sales and property tax exemptions approved by the Legislature and the State Board of Equalization. 46.54. SUPPORT continued efforts to reform the state/local relationship in a way that makes both fiscal and programmatic sense for local government and conforms to the adopted 2010 CSAC Realignment Principles, with an emphasis on maximum flexibility for counties to manage the existing and realigned discretionary programs. Attachment F 17 47.55. SUPPORT efforts to relieve California of the federal Child Support penalties without shifting the cost of the penalties to the counties. 48.56. SUPPORT a reduction in the 2/3rd vote requirement to 55% voter approval for locally- approved special taxes that fund health, education, economic, stormwater services, library, transportation and/or public safety programs and services. 49.57. SUPPORT efforts to authorize counties to impose forfeitures for violations of ordinances, as currently authorized for cities. This would provide the County with the opportunity to require deposits to assure compliance with specific ordinance requirements as well as retain the deposit if the ordinance requirements are not met. Currently, the County is limited to imposing fines which are limited to only $100 - $200 for the first violation, which has proven to be an ineffective deterrent in some cases. 50.58. SUPPORT efforts to redefine the circumstances under which commercial and industrial property is reassessed to reduce the growing imbalance between the share of overall property tax paid by residential property owners versus commercial/industrial owners. 51.59. SUPPORT efforts to reduce County costs for Workers’ Compensation, including the ability to control excessive medical utilization and litigation. Workers’ Compensation costs are significant, diverting funds that could be utilized for County services. Workers’ Compensation should provide a safety net for injured employees, for a reasonable period of time, and not provide an incentive for employees to claim more time than medically necessary. 52.60. SUPPORT state actions that maximize Federal and State revenues for county-run services and programs. 53.61. SUPPORT legislative compliance with both the intent and language of Proposition 1A. 54.62. SUPPORT the provisions of Proposition 22 that would protect County revenues, particularly as related to transportation revenues and excluding those provisions related to redevelopment funds. 55.63. SUPPORT full State funding of all statewide special elections, including recall elections. 56.64. OPPOSE efforts of the State to avoid state mandate claims through the practice of repealing the statues, then re-enacting them. In 2005, the State Legislature repealed sections of the Brown Act that were subject to mandate claims, then re-enacted the same language pursuant to a voter-approval initiative, and therefore, not subject to mandate claims. 57.65. SUPPORT strong Public Utilities Commission (PUC) oversight of state-franchised providers of cable and telecommunications services, including rigorous review of financial reports and protection of consumer interests. AB 2987 (Núñez), Chapter 700, statutes of 2006 transferred regulatory oversight authority from local government to the PUC. Attachment F Adopted Proposed 20189 Platform 18 58.66. SUPPORT timely, full payments to counties by the State for programs operated on their behalf or by mandate. The State currently owes counties over $1 billion in State General Funds for social services program costs dating back to FY 2002-03. 59.67. SUPPORT full State participation in funding the County’s retiree and retiree health care unfunded liability. Counties perform most of their services on behalf of the State and Federal governments. Funding of retiree costs should be the responsibility of the State, to the same extent that the State is responsible for operational costs. 60.68. SUPPORT legislation that provides constitutional protections and guaranteed funding to counties under Realignment. 61.69. OPPOSE the establishment of specific or stricter standards for the use of personal services contracts by counties, that would make contracting with community-based organizations more difficult for counties. Health Care The County remains concerned about the implementation of any health care reform measures that could transfer responsibility to counties, without commensurate financing structures or in a manner not compatible with the County’s system. The County supports a concept of universal health coverage for all Californians. Toward that end, the County urges the state to enact a system of health coverage and care delivery that builds upon the strengths of the current systems in our state, including cou nty-operated systems serving vulnerable populations. Currently, California has a complex array of existing coverage and delivery systems that serve many, but not all, Californians. Moving this array of systems into a universal coverage framework is a comp lex undertaking that requires sound analysis, thoughtful and deliberative planning, and a multi -year implementation process. As California moves forward with health care reform, the County urges the state to prevent reform efforts from exacerbating problems with existing service and funding. The state must also consider the differences across California counties and the impacts of reform efforts on the network of safety-net providers, including county providers. The end result of health reform must provide a strengthened health care delivery system for all Californians, including those served by the safety net. 62.70. SUPPORT state action to increase health care access and affordability. Access to care and affordability of care are critical components of any health reform plan. Expanding eligibility for existing programs will not provide access to care in significant areas of the state. Important improvements to our current programs, including Medi-Cal, must be made either prior to, or in concert with, a coverage expansion in order to ensure access. Coverage must be affordable for all Californians to access care. 71. SUPPORT Medi-Cal reimbursement rate increases to incentivize providers to participate in the program. 72. SUPPORT Medi-Cal reimbursement rate increases through Proposition 56 funding to provide quality reproductive health care services. Formatted: Not Highlight Formatted: List Paragraph, Left, No bullets or numbering Formatted: Highlight Commented [LD1]: Women's Commission recommendation Formatted: List Paragraph, Left, No bullets or numbering Attachment F 19 73. SUPPORT reimbursement for a maximum of 2 visits taking place on the same day at one location if the patient suffers illness/ injury requiring additional diagnosis/ treatment, or if the patient has a medical visit and mental health or dental visit. Requires an FQHC or RHC that currently includes the cost of encounters with more than one health professional that take place on the same day at a single location as a single visit for purposes of establishing the FQHC’s or RHC’s rate, to apply for an adjustment to its per-visit rate by 2020; after the department has approved that adjustment, requires a medical visit and another health visit that take place on the same day at a single location to be billed as separate visits. 63. 64.74. SUPPORT actions that address provider shortages (including physicians, particularly specialists, and nurses). Innovative programs, such as loan forgiveness programs, should be expanded. In an effort to recruit physicians from other states, the licensing and reciprocity requirements should be re-examined. Steps should be taken to reduce the amount of time it takes to obtain a Medi-Cal provider number (currently six to nine months). 65.75. SUPPORT efforts that implement comprehensive systems of care, including case management, for frequent users of emergency care and those with chronic diseases and/or dual (or multiple) diagnoses. Approaches should include community-based providers and could be modeled after current programs in place in safety net systems. 66.76. SUPPORT efforts that provide sufficient time for detailed data gathering of current safety net funding in the system and the impact of any redirection of funds on remaining county responsibilities. The interconnectedness of county indigent health funding to public health, correctional health, mental health, alcohol and drug services and social services must be fully understood and accounted for in order to protect, and enhance as appropriate, funding for these related services. 67.77. OPPOSE safety net funding transfers until an analysis of who would remain uninsured (e.g. medically indigent adults, including citizens, who cannot document citizenship under current Medicaid eligibility rules) is completed in order to adequately fund services for these populations. 68.78. SUPPORT efforts to clearly define and adequately fund remaining county responsibilities. 69.79. SUPPORT state action to provide an analysis of current health care infrastructure (facilities and providers), including current safety net facilities across the state, to ensure that there are adequate providers and health care facilities (including recovery facilities), and that they can remain viable after health reform. 70.80. SUPPORT efforts to provide adequate financing for health care reforms to succeed. 71.81. SUPPORT measures that maximize federal reimbursement from Medicaid and S-CHIP. Formatted: Font: (Default) Times New Roman Formatted: Justified Formatted: Font: (Default) Times New Roman Formatted: Font: (Default) Times New Roman, Italic Commented [LD2]: Women's Commission recommendation. Formatted: Font: (Default) Times New Roman Formatted: Indent: Left: 0.5", No bullets or numbering Attachment F Adopted Proposed 20189 Platform 20 72.82. SUPPORT state action to complete actuarial studies on the costs of transferring indigent populations, who currently receive mostly episodic care, to a coverage model to ensure that there is adequate funding in the model. 73.83. SUPPORT efforts that ensure that safety net health care facilities remain viable during the transition period and be supported afterwards based on analyses of the changing health market and of the remaining safety net population. 74.84. SUPPORT state action to implement a Medi-Cal waiver in a manner that maximizes the drawdown of federal funds for services and facilities, provides flexibility, and ensures that counties receive their fair share of funding. 75.85. SUPPORT efforts to increase revenues and to contain mandated costs in the County's hospital and clinics system. 76.86. SUPPORT efforts to obtain a fair-share of any state funds in a distribution of funding for the integration of IHSS and managed care. 77.87. SUPPORT efforts to increase the availability of health care (including alcohol and other drugs recovery) to the uninsured in California, whether employed or not. 78.88. SUPPORT legislation that improves the quality of health care, whether through the use of technology, innovative delivery models or combining and better accessing various streams of revenue, including but not limited to acute and long term care integration. 79.89. SUPPORT legislation to protect safety net providers, both public and private. Legislation should focus on stabilizing Medi-Cal rates and delivery modes and should advocate that these actions are essential to the success of any effort to improve access and make health care more affordable. 80.90. SUPPORT state efforts to increase the scope of benefits and reimbursement rates contained in Minor Consent Medi-Cal to give youth with substance abuse disorders access to a continuum of care, including residential and outpatient treatment. 81.91. SUPPORT efforts to give incentives to providers to establish more youth substance use disorder residential treatment facilities within the county. 82.92. SUPPORT efforts to extend Drug Medi-Cal and Minor Consent Medi-Cal Coverage to incarcerated youths, many of whom are in custody due to drug related crimes. This could greatly decrease recidivism in the juvenile justice system. 83.93. SUPPORT funding and policy changes to support coverage of medically necessary alcohol and substance use related disorder treatment at the same level as other medical conditions in health care services, including county’s responsibility for Federal Financial Participation Attachment F 21 (FFP) portion to increase Drug Medi-Cal reimbursement rates and incentivize providers to participate in the program. 84.94. SUPPORT legislation that extends the restrictions and prohibitions against the smoking of, and exposure to, tobacco products to include restrictions or prohibitions against electronic cigarettes (e-cigarettes) in various places, including, but not limited to, places of employment, school campuses, public buildings, day care facilities, retail food facilities, multi-family housing, and health facilities; preventing the use of tobacco, electronic smoking devices (e-cigarettes) and flavored tobacco by youth and young adults; eliminating exposure to second-hand and third-hand smoke; restrictions on advertising of electronic smoking devices; reducing and eliminating disparities related to tobacco use and its effects among specific populations; increasing the minimum age to 21 to purchase tobacco products; and the promotion of cessation among young people and adults. Support legislation that extends restrictions and prohibitions against the sale of flavored tobacco products, prohibits the sale of tobacco products in stores that operate a pharmacy and establishes distance and density restrictions on the establishment of a new tobacco retailer within proximity of youth sensitive venues such as schools, day cares, or parks. 85.95. SUPPORT and encourage state, federal and/or private funding for pharmaceutical research for the development of new cannabis products which would meet Federal Drug Administration (FDA) standards of known strengths and attributes (and without unnecessary side effects) which would be dispensable through pharmacies and medical facilities consistent with State and Federal law. 96. SUPPORT legislation and administrative actions that further align a statewide regulatory framework for the commercial cannabis industry and that continue to authorize local jurisdictions to adopt more restrictive measures to protect the health, safety and welfare of their residents. 86.97. OPPOSE legislation and state regulation that seeks to weaken or eliminate local control over the commercial cannabis industry. Currently, and until the proposed Bureau of Cannabis Control regulations take effect, local government retains control over allowing or prohibiting the operations of mobile cannabis delivery in their jurisdictions. 87.98. SUPPORT funding and policy changes to support population-based chronic disease prevention efforts such as the creation and funding of a State Wellness Trust with allocations to counties and other key partners to implement programs, policies and strategies to prevent chronic disease. Collectively, these include efforts to move up-stream from the treatment of illness associated with chronic disease to advance a policy, systems and organizational-change approach to address the underlying environmental factors and conditions that influence health and health behaviors. 88.99. SUPPORT funding and policy changes to support developing a workforce with gerontological expertise to manage the exponential growth in the chronically ill aging population. Formatted: Not Highlight Formatted: Not Highlight Formatted: Font: Times New Roman Formatted: Left, Indent: Left: 0.5", No bullets or numbering Formatted: Pattern: Clear (Yellow) Formatted: Font: Italic, Pattern: Clear (Yellow) Formatted: Pattern: Clear (Yellow) Formatted: Font: Italic, Pattern: Clear (Yellow) Formatted: Pattern: Clear (Yellow) Formatted: Font: Italic, Pattern: Clear (Yellow) Formatted: Not Highlight Formatted: Highlight Attachment F Adopted Proposed 20189 Platform 22 89.100.SUPPORT efforts that would advance a Health-In-All-Policies approach to policy work done across the County. This implies consideration of how health is influenced by the built environment and a connection with land use planning and development. 90.101.SUPPORT ongoing study of the health impacts of global and regional climate change and ongoing countywide mitigation and adaptation efforts. 91.102.SUPPORT efforts that would preserve the nature and quality and continuity of care associated with safety net services historically provided at the local level, such as the California Children’s Services (CCS) and Child Health and Disability Prevention (CHDP) programs, which are being transitioned into managed care at the state level. 92.103.SUPPORT efforts that promote aging in place through the utilization of long-term supports and services and caregiver support services. 93.104.SUPPORT increasing the level of funding for Long-Term Services and Supports (LTSS) and Home and Community Based Services (HCBS) to meet the increase in cost to provide services and to meet the tremendous increase in the aging population. 94.105.SUPPORT maintaining level or enhanced funding, streamlined processes and greater flexibility for use of State and Federal funding to respond to Public Health Emergency Preparedness initiatives including Pandemic Influenza, emerging diseases, and continued funding for all categories related to Public Health Preparedness, including Hospital Preparedness Program, Homeland Security, Cities Readiness Initiative and core Public Health Preparedness. 95.106.SUPPORT increased funding and policy changes for Tuberculosis (TB) prevention and treatment, to reflect the increased risk of transmission faced across the Bay Area. The Bay Area, including Contra Costa County, experiences more cases of active Tuberculosis than do most states in the nation. The demographic make-up of our communities combined with frequent international travel between the Bay and areas where TB is endemic, present an added risk and thus the need to maintain adequate funding and program infrastructure. 96.107.SUPPORT increased funding for the public health infrastructure, capacity and prevention services as outlined in the public health components of the Affordable Care Act and the National Prevention and Public Health Fund. 97.108.SUPPORT recognition of Local Public Health Departments as an authorized provider for direct billing reimbursement related to the provision of Immunization, Family Planning, HIV, STD and TB services. 98.109.SUPPORT the reversal of the pre-emption language regarding local Menu-Labeling that is included the Affordable Care Act. 99.110.SUPPORT enhanced funding and capacity for public health programs, specifically: Attachment F 23 a. Prevention programs in the areas of chronic disease, specifically, obesity, diabetes, asthma and cancer; b. Prevention and risk reduction programs in the area of HIV, STD, teen pregnancy, injury prevention as well as health promotion programs, such as nutrition and activity education; c. Oral health programs, especially those which address the needs of children and those with oral health disparities; d. Protecting the Prevention and Public Health Fund (PPHF), as established in the Affordable Care Act; e. Increased resources dedicated to surveillance and prevention programs targeting chronic diseases such as cardiovascular, stroke, cancer, diabetes, and asthma, as well as injury and violence; f. Funding and initiatives that support the surveillance, prevention and local preparation for emerging diseases, such as Zika, novel Influenza, Hepatitis B, Hepatitis C, Chlamydia, and seasonal Influenza and public health programs which provide screening, diagnosis, and treatment; g. Provide for adequate State funding for children’s programs, including the California Children’s Services (CCS) program for clients who are not Medi-Cal eligible to assure that counties are not overmatched in their financial participation; h. Programs which seek to monitor and address the needs of Foster youth, especially those on psychotropic medication; and i. Best practice programs which seeks to protect and enhance the health of pregnant women and that address maternal, child and adolescent health needs. 100.111. SUPPORT efforts to strengthen needle exchange programs as part of an overall program to combat the spread of HIV and other diseases; allowing items associated with needle exchange programs such as, cookers, sterile water, and cotton to be distributed along with clean needles; and the elimination of the federal ban on funding needle exchange programs. 101.112. SUPPORT legislative efforts to reduce or eliminate lead and toxic substances in consumer products, particularly those used by infants and children. 102.113. SUPPORT legislative efforts to reduce exposure to toxic air pollutants and the reduction of greenhouse gases. 103.114. SUPPORT funding, policy and programs dedicated to suicide, injury and violence prevention. Additionally, support efforts aimed at reducing health disparities and inequities associated with violence against women, communities of color and the LGBT community. Programs which seek to limit the effects of injury, violence and abuse on children, seniors and persons with disability. 104.115. SUPPORT funding and policy changes to support program development aimed at reducing the misuse of prescription drugs, most especially opioids, and increase prevention and treatment of opioid disorders to eliminate overdoses and combat the opioid epidemic. Formatted: Not Highlight Attachment F Adopted Proposed 20189 Platform 24 Additionally, support funding and legislation to restrict the sale and use of powdered alcohol and other similar products marketed to youth. 105.116. SUPPORT necessary County infrastructure and adequate funding related to education, regulatory, testing and enforcement functions associated with the State Medical Marijuana regulatory controls. 106.117. SUPPORT legislation and/or similar policy efforts to tax certain beverages that contain added sugars, by establishing a per fluid ounce health impact fee on sugar sweetened beverages at the distributor level. In addition, support efforts which would create the Sugar Sweetened Beverage Safety warning act, which would require a safety warning on all sealed sugar sweetened beverages. 107.118. SUPPORT legislation and efforts that support healthy meals, adequate meal time, and increased physical activity/education for school-age children. 108.119. SUPPORT efforts to dedicate funding that sustains and expands non-infrastructure Safe Routes to School programs that educate students, parents, and school staff about safe walking and bicycling to school. 109.120. SUPPORT efforts to address the underlying determinants of health and health equity, such as housing and prevention of displacement, educational attainment and livable wage jobs, and accessible transportation. 110.121. SUPPORT legislation that extends the restrictions and prohibitions against the smoking of, and exposure to, marijuana products in various places, including, but not limited to, places of employment, school campuses, public buildings, day care facilities, multi-family housing, health facilities, alcohol and other drug treatment facilities, and homeless shelters; further prohibit marijuana edibles to prevent youth/children access to harmful products; restrictions on advertising of marijuana products targeting youth and near places frequented by youth or alcohol and other drug treatment facilities. 111.122. SUPPORT funding, legislation, policy, and programs that would accomplish the following: a. create an effective crisis response system of services for persons experiencing homelessness, particularly families and transition-age youth; b. increases permanent housing with services for persons experiencing or at-risk of homelessness with a chronic disability; and c. protects and expands the availability of affordable housing, particularly for the Very Low and Extremely Low Income population. Human Services Over the past year, we have seen a renewed legislative interest in safety-net programs. At the state level, these laws have focused on improving care and encouraging county agencies to take a more holistic view of clients’ lives. At the federal level, there have been numerous attempts at safety Formatted: Not Highlight Formatted: Pattern: Clear (Background 1) Formatted: Pattern: Clear (Background 1) Formatted: Not Highlight Attachment F 25 net reforms that would limit services. Both approaches are not without challenges. Many state bills, while well intentioned, could shift new costs to counties without increasing revenues. Federal laws that limit county’s ability to provide services would not only result in a decrease in revenue, but would likely reduce the number and quality of available services. This could lead to vulnerable families not receiving basic needs such as food, shelter, and access to healthcare. Efforts should be made to preserve current funding streams, and enhance funding for new, innovative approaches to service delivery in human services. Creating Economic Security and Improving Safety-Net Programs California has the highest poverty rate in the country, an issue that touches every county in the state. In 2016, 10.2 percent of Contra Costa County residents (approximately 120,000 individuals) lived below the federal poverty line. This includes nearly 34,000 children. However, the official poverty line does not capture the true cost of living in the county. The Center for Community and Economic Development estimates that for a single adult living in Contra Costa County to be self- sufficient, they would need to earn about $28,000 a year—more than double the income of the official poverty threshold. Nearly 19 percent of children in Contra Costa County live in food insecure households. This means that their family can only provide limited access to meals without assistance. According to a recent study by the Food Bank of Contra Costa and Solano, one in eight residents of the two counties rely on the Food Bank every month. Most of their clients had a child or dependent senior in their household and were either working or actively looking for work. Safety net benefits such as CalFresh (SNAP), CalWORKs (TANF), and the Earned Income Tax Credit (EITC) keep over three million Californians out of poverty every year. Nationally, low- and middle-income families are increasingly accessing the safety net, as the cost of living has outpaced wage increases. In Contra Costa County, nearly one in four residents are enrolled in Medi-Cal, despite our county having a lower unemployment rate than the national average. These policy positions will support legislation and initiatives that remove barriers to self-sufficiency and create economic inclusion for low-income residents of Contra Costa County. 123. OPPOSE legislative and budgetary actions that result in reduced level of services to families, children, adults and seniors, or that lead to preemption of local control. These actions may adversely impact EHSD’s ability to provide services to vulnerable residents. 124. SUPPORT continuous investment in the California Earned Income Tax Credit (CalEITC) and efforts to increase access to California Earned Income Tax Credit, including increases in tax credits and expanding eligibility to all ages. The CalEITC does not reach all workers who are eligible for the federal EITC and California should help reduce tax burdens on the working poor. 125. SUPPORT efforts to restore cuts to the Supplemental Security Income/State Supplementary Payment (SSI/SSP) Program, increase grant amounts that would allow improvement of quality of life, and/or reinstate the annual Cost of Living Adjustment (COLA). SSI/SSP has not kept pace with the cost-of-living and many elderly and disabled Contra Costa residents cannot afford necessities. Formatted: Underline Formatted: Pattern: Clear Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5", Pattern: Clear Formatted: Font: Italic, Not Highlight Formatted: Not Highlight Formatted: Pattern: Clear Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Font: Italic, Not Highlight Formatted: Not Highlight Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Pattern: Clear Attachment F Adopted Proposed 20189 Platform 26 126. SUPPORT efforts to improve and expand emergency food assistance networks’ (e.g. local food banks, and food pantries) ability to procure, store, and distribute nutritious food to those in need. 127. SUPPORT allowing all individuals in receipt of Unemployment Benefits (UIB) to be automatically eligible for CalFresh. Applying for UI and CalFresh is duplicative because requirements of both program are similar. This would decrease food insecurity for the unemployed in a way that streamlines applications and demands fewer internal resources. 128. SUPPORT efforts to increase CalFresh benefit amounts to better meet recipients’ nutritional needs, improve ease and accessibility of the CalFresh application and recertification processes, and adjust CalFresh eligibility requirements to include currently excluded populations with significant need. 129. SUPPORT efforts for a more flexible framework that allows the state to supplement CalFresh benefits if federal assistance is insufficient or unavailable and streamline enrollment. Recent natural disasters have underscored the need for greater flexibility for the state. 130. SUPPORT legislation that would create access to community-supported agriculture through CalFresh. Contra Costa County has many food deserts, and these programs could be leveraged to help residents get access to fresh, healthy food. 131. SUPPORT efforts that would ease data sharing across safety-net programs, including those administered by the Health Department, such as WIC. These programs allow data sharing at the state level, but not at the county level. Identifying eligible, but not enrolled, clients would allow for targeted outreach to improve the lives of children and families. 132. SUPPORT efforts to allow reverse direct certification between CalFresh and children on free and reduced lunch. While families on CalFresh are considered eligible for free and reduced lunch, there are more families who have free and reduced lunch status but are not enrolled in CalFresh. Current outreach and data sharing guidelines are confusing for families and have resulted in under-utilization of CalFresh. 133. SUPPORT a waiver that would allow county social services agencies to process CalFresh applications for jail inmates and suspend, rather than terminate, CalFresh eligibility when a recipient is detained in a county jail. This would allow these applicants to more quickly access resources when released and reduce duplicative administrative work for the county. 134. SUPPORT efforts to allow currently detained inmates to pre-enroll for benefits when they are schedules to be released. This would ensure more immediate access to support and resources as formerly incarcerated individuals re-enter society. Research has shown that access to benefit programs may help reduce recidivism and keep our community safer. 135. SUPPORT efforts to expand CalFresh benefits for SSI recipients and their famili es. This includes increasing the state supplement and allotting permanent funding streams to “hold Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5", Pattern: Clear Formatted: Pattern: Clear Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Attachment F 27 harmless” family members of SSI recipients who may be negatively impacted by the SSI cash out. Families receiving CalFresh who are caring for a parent or disabled child on SSI may be pushed deeper into poverty if the hold harmless waivers are not extended. 136. SUPPORT exemptions to the “able-bodied adults without dependents” (ABAWD) CalFresh work requirements. This population faces many barriers to employment, including caring for disabled parents, housing insecurity, and interpersonal violence. 137. SUPPORT alignment of verification requirements for CalWORKS, CalFresh and Medi- Cal programs to simplify the customer experience and reduce the potential for error. Consider letting all programs access the Federal Hub used through CalHEERs. Currently, these programs have different requirements for client verification, though they are all benefit programs. Alignment of verifications would make program administration more efficient and improve the client experience. 138. SUPPORT efforts to allow applicants for Medi-Cal and CalFresh to have the same appointment and enrollment process. The eligibility guidelines for both programs are very similar. Requiring separate enrollment processes creates additional administrative work for the county and may delay needed support for vulnerable residents. 139. SUPPORT efforts to extend eligibility to zero share of Medi-Cal cost when recipients report new earned income. Scheduled increases to state and local minimum wage may impact eligibility to free health care. 140. SUPPORT fully funding administrative costs for Medi-Cal eligibility and renewal. Despite a strong economy, Medi-Cal enrollment has not dropped significantly over the last three years and high numbers of applications and renewals still come into the county every year. 141. SUPPORT allowing clinics to collect Medi-Cal payment for same-day mental health visits. Current legislation covers same-day dental referrals, but not mental health. Improving mental health may help ease homelessness and increase self-sufficiency. 142. SUPPORT allowing clinics to be reimbursed from Medi-Cal for telephonic and online visits during emergencies and disasters. During emergency events patients may not be able to easily come to a clinic office, but technology can allow providers to treat these patients. Recent fires have underscored the need to allow greater flexibility when responding to emergency events. 143. SUPPORT efforts to extend eligibility of CalWORKs benefit by exempting the first 6 months of earned income received from new employment or wage increases. This is intended to create better financial stability when a family’s income increases due to changes in local and state minimum wage law. 144. SUPPORT efforts to provide additional funds for family stabilization services for mental health and substance abuse support to include all family members. Taking a holistic Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Pattern: Clear Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Pattern: Clear Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Justified, Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Justified Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Attachment F Adopted Proposed 20189 Platform 28 approach to creating healthy families increases opportunities for healing and self- sufficiency. 145. SUPPORT efforts to ensure that no CalWORKs grant falls below 50% of the federal poverty line. This could include an increase to the CalWORKS Maximum Aid Payment (MAP) and the annual funding of a CalWORKS cost of living adjustment (COLA). MAP has not increased in ten years despite a rapidly rising cost of living in the Bay Area. This would help prevent families from falling into deep poverty, which can cause toxic stress on children and impede their ability to lead self-sufficient lives as adults. 146. SUPPORT efforts to increase County flexibility in the use of CalWORKs funds and in program requirements in order to better support the transition of welfare dependent families from welfare-to-work to self-sufficiency. Legislative changes to support these initiatives could include the following: a. Welfare-to-Work. Extending the length of time families can receive Welfare to Work services (job training and search and other employment related services) including job retention services and eliminating the 24-month “time clock”. Currently CalWORKS recipients are eligible to receive supportive services and Welfare-to-Work services for up to 48 months if they are in compliance with CalWORKS rules. Helping people move from poverty and significant education gaps to full time employment in jobs that pay a high enough wage to be self- sufficient is difficult. It can take longer than 48 months and allowing for the flexibility to extend supportive services and training to 60 months would help. We should allow participants to engage in activities according to their family needs rather than add additional restrictions on the Welfare-to-Work program. b. Diversion: Removing the criteria that someone has to be apparently eligible to CalWORKs in order to qualify for diversion and base the criteria on the client’s circumstance and ability to maintain the situation on their own without the need of continued assistance. This includes efforts to increase the amount of the diversion payment and allowing families to reapply for CalWORKs during their diversion period without penalty. c. Exempting job retention services from the time clock. These services help those who obtain employment while on CalWORKs stay employed. Exempting these services, while still needed, from the 24-month time clock would decrease the likelihood of families losing income and returning to cash assistance. d. Exempting the hard-to-serve from Welfare-to-Work activities and the 20% exemption or providing flexibility in the time limit (dependent upon terms and conditions of TANF authorization). Developing an eligibility definition to 250% of the federal poverty level (FPL) would ensure more families meet income eligibility requirements. Formatted: Justified Formatted: Justified, Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Not Highlight Attachment F 29 All of these measures would make it easier for CalWORKs families to enter employment services, become employed, and continue with the support they need in order to maintain their jobs. 147. SUPPORT establishing a General Assistance Program with a state share of funding. The General Assistance Program is 100% County funded. Moving it to the State would relieve pressure on the County budget and appropriately direct costs to the State. 148. SUPPORT efforts to create whole family care through a more comprehensive safety net of services that enable families to be stable and have economic opportunities. Healthy infant and toddler brain development is dependent on the health and security of their family. Increasing Access to Housing and Ending Homelessness According to the Self-Sufficiency Standard, a family of four in Contra Costa County would need to earn $71,700 annually to cover basic costs for housing, food, health care, transportation, childcare, and taxes. This is equivalent to more than three full-time jobs at the California minimum wage. The cost of living in Contra Costa County has increased exponentially. Fair market rent for a two-bedroom apartment is now $2,173 a month, a 74 percent increase from 2007. Further, Contra Costa County is home to over 2,200 homeless individuals, many of whom are minors and transition age youth. Human Services has partnered with the Health Department to develop more robust services for the homeless, however, most of these programs are contingent on grant funding rather than permanent investments. These policy positions support legislation and initiatives that strengthen housing justice to ensure all Contra Costa residents have access to safe shelter. 149. SUPPORT efforts to revise the definition of “homelessness” in the Welfare & Institutions Codes to include families who have received eviction notices due to a verified financial hardship or are temporarily staying in someone else’s home, thus allowing early intervention assistance for CalWORKs families. Current law prevents CalWORKs from providing homeless assistance until the CalWORKs family is actually “on the street.” This rule change would enable the County to work with CalWORKs families who are being threatened with homelessness to prevent the eviction and, presumably, better maintain the family members’ employment status. 150. SUPPORT increase of daily rate available under Temporary Homeless Assistance for CalWORKs families. Current rates do not reflect the cost of shelter in California. 151. SUPPORT efforts to secure permanent housing assistance for CalWORKs participants, including initiatives to create support for shared housing. Permanent housing is key to improving the overall health and wellbeing of vulnerable populations. 152. SUPPORT efforts that would create state grants and/or navigation services to establish or expand programs that provide specified housing assistance and supportive services to homeless youth. California has the highest rate of youth homelessness in the country. Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Pattern: Clear Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5", Pattern: Clear Formatted: Font: Italic, Not Highlight Formatted: Not Highlight Formatted: Pattern: Clear Formatted: Underline Formatted: Pattern: Clear Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Attachment F Adopted Proposed 20189 Platform 30 153. SUPPORT efforts that would help to stabilize and provide housing supports for at-risk Adult Protective Services clients. Homeless among seniors is increasing in the Bay Area, and affordable housing that is also accessible to seniors’ needs is in increasingly short supply. 154. SUPPORT increased investments in housing for victims of domestic violence and human trafficking including the preservation of emergency and long-term housing options for victims. Creating Quality Early Care and Education Care for a preschool age child in Contra Costa now tops over $10,000 a year. Access to quality early care and education is critical for children’s development and allows parents to work and attend school. Community Services currently serves over 2,000 children and their families each year, providing high quality childcare and early education. Though we have been successful in obtaining grant funds to offer care to more children, this is still woefully short of demand. Our county would need to triple available childcare openings to meet the needs of Contra Costa families. These policy positions support legislation and initiatives that promote healthy child development and the financial security of working families. 155. OPPOSE legislation, rules, regulations or policies that restrict or affect the amount of funds available to, or the local autonomy of, First 5 Commissions to allocate their funds in accordance with local needs. This gives First 5 Commissions greater spending flexibility to respond to the unique needs of every community. 156. OPPOSE any legislation that increases tobacco taxes but fails to include language to replace any funds subsequently lost to The California Children and Families Act/Trust Fund for local services funded by tobacco taxes (Proposition 10 in 1998 and Proposition 99 in 1988). 157. SUPPORT efforts by the Contra Costa County’s executive directors and program administrators of all Child Care and Development Programs to advocate for funding adequate to maintain quality standards and ensure staff retention. Budgets in these programs have stagnated or reduced. An increase would greatly help low-income people find work and stay in jobs. 158. SUPPORT efforts to increase the number of subsidized childcare slots to address the shortage of over 20,000 slots serving children 0-12 years of age in Contra Costa County; and SUPPORT efforts to enhance the quality of early learning programs and maintain local Quality Rating and Improvement Systems (QRIS) for early learning providers. Affordable childcare is key to low-income workers remaining employed and there is a significant dearth of subsidized childcare slots. Increasing quality of early learning is important to developing skills in the next generation. 159. SUPPORT legislation to expand early childcare and education and increase funding for preschool and early learning, including the restoration of State Quality Childcare Funds. Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Underline Formatted: Pattern: Clear Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5", Pattern: Clear Formatted: Pattern: Clear Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5", Pattern: Clear Formatted: Pattern: Clear Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5", Pattern: Clear Formatted: Pattern: Clear Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5", Pattern: Clear Formatted: Pattern: Clear Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5", Pattern: Clear Attachment F 31 Contra Costa County is experiencing a severe shortage of childcare availability, and quality childcare is a foundation for success and stability as children develop. 160. SUPPORT the funding for Facility Restoration and Repair (FRR) through the California Department of Education. Increasing the funding amounts for facility restoration of early childhood education would allow for improved facilities at Head Start sites. Contra Costa County has several childcare facilities in modular buildings not meant for long-term use and other facilities in need of repairs. 161. SUPPORT alignment of family eligibility for subsidized childcare with cost of living adjustments and higher minimum wage rates. The cost of childcare has risen substantially in the Bay Area and is an obstacle for families to continue to work or attend school. 162. SUPPORT efforts that encourage access to early education home visiting programming. This will support families in providing an environment that promotes healthy growth and development of their young children. 163. SUPPORT efforts that would allow CalWORKs Welfare-to-Work participants to participate and achieve high school equivalency program without having their 24-month clock be impacted during their time in the program. On average, high school graduates earn more than $10,000 more than those without a diploma. Supporting education is a sustainable pathway to self-sufficiency. 164. SUPPORT efforts to continue subsidized childcare for CalWORKs recipients who time out while enrolled in a job training or education program. This will allow families to complete job training and education programs, improving their chances of being self-sufficient in the future. 165. SUPPORT legislation to continue subsidized childcare for CalWORKs recipients who find become employed and are above the income threshold. Once employed, families may need additional time to find new childcare arrangements. Stopping subsidized childcare may jeopardize family’s ability to remain employed. 166. SUPPORT efforts to ensure funding of childcare for CalWORKs and former CalWORKs families at levels sufficient to meet demand. The State of California has not fully funded the cost of childcare for the “working poor.” Additional funding would allow more CalWORKs and post-CalWORKs families to become and/or stay employed. Protecting Aging Adults and Individuals with Disabilities Contra Costa County has one of the highest concentrations of older adults in the country. Our dependency ratio (the number of working adults to those under 18 and over 65-years-old), will rise to a nearly one to one ratio by 2060. According to the California Elder Economic Security Index Formatted: Pattern: Clear Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5", Pattern: Clear Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Pattern: Clear Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Pattern: Clear Formatted: Underline Formatted: Pattern: Clear Attachment F Adopted Proposed 20189 Platform 32 (a county-specific measure of the minimum income necessary to cover basic needs for retired older adults), the average senior in our county would need over double their Social Security payment in order to be self-sufficient. Over one in ten Contra Costa residents has a disability, many of whom live in poverty. Although in-home support services for these populations are among the fastest growing within Human Services, state funding for aging adults and individuals with disabilities was severely cut during the recession and continues to impact our ability to recruit and retain social workers and home care workers. These policy positions support legislation and initiatives that invest in services and supports for our rapidly growing elder population. 167. SUPPORT simplification of IHSS service hour calculation and allocation to insure compliance with the Fair Labor Standards Act (FLSA) and efficiently provide services to consumers. Recent changes in the administrative budget and database system have created unfunded mandates within IHSS. 168. SUPPORT efforts to allow counties to use alternative reassessment approaches including, but not limited to, telephonic reassessments. IHSS serves many people with disabilities that do not change year over year (e.g., quadriplegics) and an in-person visit is not necessary to reauthorize their eligibility. An increased aging population in Contra Costa County has resulted in unprecedented numbers of IHSS applications, making timely year-over-year in- person assessments more difficult. 169. SUPPORT legislative efforts that allow for coordination of services and data, across state and county departments that support aging and elder populations. Elders often are served in multiple county systems, and increased coordination would support the holistic care of our aging population. 170. SUPPORT creation of funding opportunities and policies which promote the development of aging-friendly communities. Rising costs of living create barriers to aging in place, potentially displacing seniors from their support systems and care providers. While housing is an issue for many in Contra Costa County, there is an even greater shortage of ADA accessible and senior-friendly affordable housing. 171. SUPPORT legislation and investments related to long-term care, senior housing affordability, medical service access, transportation, isolation and other quality of life issues to support aging with dignity. 172. SUPPORT efforts to develop emergency temporary shelter and/or short-term options for Adult Protective Services population and consider options that include, but are not limited to, licensing of facilities specifically for this population and exploring Medi-Cal billing options to support clients in hospitals and other care facilities pending a more permanent housing placement. Accessible housing is in increasingly short supply throughout the Bay Area. 173. SUPPORT research that describes and assesses local service needs and gaps impacting aging residents and that proposes specific and actionable local strategies to address these needs. Contra Costa County has one of the largest populations of seniors in the United Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Attachment F 33 States and more assessment is needed to understand the best practices for how to support this community. 174. SUPPORT efforts that identify, eliminate, and prevent in-home neglect of the elderly and dependent adults and scams and fraud (internet and otherwise) targeted at the elderly and dependent adults. 175. SUPPORT legislative efforts that would enhance confidentiality of DMV records for Adult Protective Services social workers (a practice already in place for Child Protective Services social workers). 176. SUPPORT legislation that would reduce Medi-Cal share of cost for adults 65 and older, as well as disabled individuals. Current guidelines for the aged and disabled population burdens them with a higher share of cost than those who are not elderly or disabled. Investing in Violence Prevention We aim to prevent, interrupt and end child abuse, domestic violence, sexual assault, elder abuse and human trafficking in Contra Costa County. From August 2017 to August 2018, Employment & Human Services received approximately 8,500 reports of child abuse and over 600 reports of elder abuse. In 2017 over 600 child abuse cases were investigated. Through a federal grant administered through the Alliance to End Abuse, we know that around 200 survivors of human trafficking are identified and receive services in our County annually. Between July 2016 and June 2017 our local Domestic Violence agency (STAND! for Families Free of Violence) received over 14,000 crisis calls and provided case management services to over 1,000 adults and 40 children. We recognize the interconnectedness of all forms of violence and seek to address the root causes and underlying cultural norms that contribute to violence. We seek to prevent all forms of violence; support whole-person services for victims, offenders and their families; and differentiate responses for individuals based on risk assessment. We value respect and dignity for all. These policy positions support legislation and initiatives that create a safer and more just community. 177. SUPPORT efforts that seek to address the impact of domestic violence, sexual assault, human trafficking, elder abuse and child abuse; implement culturally relevant, trauma- informed responses; connect victims to services; and prevent interpersonal violence. 178. SUPPORT efforts that differentiate risk and provide differential response based on risk and needs for individuals affected by interpersonal violence. Differentiating risk and needs allows for more appropriate, individual and realistic responses to individuals navigating the systems. Differentiating risk and needs based off assessments decreases the chance of further violence. 179. SUPPORT efforts to increase cross-agency and cross-system collaboration on interpersonal violence cases including the sharing of confidential or protected information in multidisciplinary team settings in order to increase support for survivors. Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Underline Formatted: Pattern: Clear Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Justified, Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Attachment F Adopted Proposed 20189 Platform 34 180. SUPPORT efforts that foster collaboration across protective and criminal systems, which allow for facilitation of cross reporting of interpersonal violence. 181. SUPPORT efforts to increase language access and cultural responsive services for survivors of interpersonal violence. We know that victims and offenders are more likely to seek support if services are culturally responsive, language appropriate and trauma informed. 182. SUPPORT efforts to address and prevent the underlying causes, stressors and triggers that lead to violence. 183. SUPPORT efforts that ensure all survivors of interpersonal violence, and their families, feel safe to access services. We value wrap-around supportive services for victims, offenders and their families. 184. SUPPPORT efforts that seek to provide support and services for individuals who experience secondary or vicarious trauma. We support efforts that seek to change the cultural norms that do not permit, encourage, or openly engage staff to seek services. We believe that staff who are exposed to secondary trauma deserve to receive the same whole person care we advocate for on behalf of survivors. 185. SUPPORT efforts to promote safety of Adult Protective Services workers conducting required unannounced home visits by allowing them to request and receive from law enforcement criminal record checks through the California Law Enforcement Telecommunications System (CLETS). This would primarily be used for reported abusers in the household. 186. SUPPORT efforts that seek to identify and eliminate elder financial abuse and elder exposure to crime that may be committed through conservatorships, powers of attorney, notaries and others who have the right to control elder assets, including through solutions that allow access for Adult Protective Services to access financial records for investigation of financial abuse and exploitation. Financial abuse is a fast-growing form of abuse of seniors and adults with disabilities and current law does not authorize financial institutions to grant access to financial records necessary to investigate the reported abuse without the consent of the account holder or authorized representative. 187. SUPPORT efforts to establish an “umbrella code” or other efficient data-sharing systems for the reporting of incidents of elder abuse to the Department of Justice, thus more accurately recording the incidence of abuse. Current reporting policies within California’s law enforcement community and social services departments are uncoordinated in regards to the reporting of adult abuse. Under an “umbrella code,” law enforcement agencies and social services departments would uniformly report incidents of elder abuse and California would have much better data for policy and budget development purposes. 188. SUPPORT efforts that focus on dependent adult and elder abuse prevention including, but not limited to, providing respite for caregivers. Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Justified, Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Justified Formatted: Not Highlight Formatted: Justified, Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Justified Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Pattern: Clear Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Attachment F 35 189. SUPPORT efforts that prevent domestic violence and domestic violence homicide including assessment of risk for assault or lethal force (including stalking and strangulation) throughout the criminal justice system. Lethality risk assessments have been found to increase awareness for law enforcement officers and service providers; increase awareness for victims and the likelihood of victims engaging in formal services; force professionals to look more closely at domestic violence cases and; create shared language among providers and professionals. 190. SUPPORT efforts to increase understanding of the lethality risks of strangulation and to document incidences of strangulation. Ensuring Equity for Immigrant Communities Contra Costa County is extremely diverse. Nearly one in four Contra Costa residents is an immigrant. Immigrants contribute to our local economy as employees, homeowners, business owners, and consumers. Recent federal policies have aimed to decrease immigrant’s access to the safety net. Research has shown that fear of immigration enforcement can increase immigrants’ vulnerability to crime and decrease their utilization of health care and other services, straining emergency systems when care can no longer be delayed. These policy positions support legislation and initiatives to create a more welcoming county and defend the rights of all immigrants in our community. 191. SUPPORT the expansion of benefits and services for immigrants, refugees, and asylum seekers. Nearly one-quarter of Contra Costa residents are immigrants. These residents contribute to our communities and need access to vital services to ensure the health and well-being of all. 192. SUPPORT the use of state funds to pay for CalFresh benefits for those Deferred Action for Childhood Arrivals (DACAs) and PRUCOL (Permanent Residents Under the Color of Law) who would otherwise be ineligible for CalFresh. 193. SUPPORT efforts to increase language access and cultural responsive services for survivors of interpersonal violence. 194. SUPPORT efforts that would require the California Department of Social Services to translate all state-provided materials used by In-Home Support Services providers into the threshold languages. Contra Costa is a diverse county and having materials that include the languages spoken by many county residents may increase access to these vital programs. 195. OPPOSE any changes to “public charge” rules that may penalize immigrants for using vital services they are legally allowed to access. The County has reaffirmed our commitment to providing a safe, welcoming atmosphere for immigrants. Additional changes in public charge regulations would further jeopardize the health and well-being of our county. Formatted: Pattern: Clear Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Underline Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5", Pattern: Clear Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Attachment F Adopted Proposed 20189 Platform 36 Investing in Healthy Families The majority of households in Contra Costa County are families. Nearly 15% of children in our county have experienced two or more adverse or traumatic events, including bullying and abuse by a family member. County services help ensure the safety of children, as well as provide support for parents to give their children more stable homes. These policy positions support legislation and initiatives that promote stability for children who have experienced abuse and trauma, as well as enhance family supports to reunify. 196. SUPPORT continued and improved funding for substance abuse treatment and mental health services including those that provide alternatives to incarceration and Laura’s Law. 197. SUPPORT increased funding for Foster Parent Recruitment and Retention. Under the Continuum of Care reform, more children need to be placed in home-based foster care rather than congregate group homes. Recruiting and retaining quality foster parents is critically important to maintain stability for children who have experienced abuse and trauma. 198. SUPPORT efforts to limit hospital discharges for children under the care of CFS when there is no safe and sustainable placement for the child secured. This may help increase placement stability for children and reduce homelessness for youth. Homeless youth are more likely to be victimized than children who have home placements. 199. SUPPORT improved and complete funding to implement the Continuum of Care Reform. This is the largest reform to Children and Family services in recent history and has created a greater need for more home-based placement options, especially for children with severe mental health or behavioral issues. It has also created greater demand for support services, such as trauma-informed behavioral supports, and shifted costs to counties for group home placements when a home placement cannot be secured. In order to provide stability for these children, more funding is needed to support case management and secure quality foster parents. 200. SUPPORT reforms to the Private Adoption Agency Reimbursement Program (PAARP) that will reduce counties’ financial liability when claims exceed funding from the state. In fiscal year 2017-18, counties were required to cover nearly $7 million in overages. 201. SUPPORT child-specific approval for kinship caregivers (and non-related extended family members) to enable relatives to care for their related child/children, if in the child’s best interest. 202. SUPPORT efforts to allow Title IVE-E foster care payments to family-based treatment facilities in California, as permitted by the federal Families First Act, for children who are in living with their parents in such facilities, therefore preventing family separation. These facilities allow parents seeking mental health and substance abuse treatment to live with their children, which disqualifies the family from maintenance services. However, research Formatted: Underline Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Attachment F 37 generally shows improved outcomes for both children and parents when they are allowed to stay together during treatment. 203. SUPPORT efforts that would amend the definition of “relative” as applied to state funded Kinship Guardianship Assistance Payments (Kin-Gap) to be consistent with the federally funded Kin-Gap. This will allow all Kinship guardianship cases to be treated uniformly and allow more families to experience independence, normalcy and other benefits of permanence as legal guardians. Developing Contra Costa County’s Workforce Contra Costa County is home to nearly 600,000 workers. Jobs here are growing, and our employment rate is dropping. Still, the economic recovery varies here by region and there are significant barriers to employment for many of our residents. Services targeted to those most in need are essential to ensure that everyone has access to the education, training, and employment support services necessary to gain meaningful and life-supporting employment. This includes taking steps to ensure that the County is appropriately staffed and trained for future needs. The policy positions support legislation and initiatives that enhance economic development programs that promote shared economic prosperity and access to jobs. 204. SUPPORT efforts to increase coordination between WIOA and title 5 (APS) to support senior employment. Many seniors are seeking employment to make ends meet. Coordination between existing funding streams would create more support for older workers to enter the workforce, gain new skills, and live independently. 205. SUPPORT initiatives to support social work education for APS, similar to the Title IV-E MSW program for Child Welfare Agencies. APS is also experiencing a social worker shortage and as the population continues to age it is critically important that we have staff able to support the unique needs of elder adults. 206. Support efforts to increase the flexibility of Workforce Development Board spending to increase supportive services and respond to local workforce needs. 207. SUPPORT efforts to expand the Workforce Development Board’s ability to partner with local community colleges in offer more training and education options with viable career pathways that provide income mobility and livable wages. 208. SUPPORT efforts to Integrate Workforce Development Board services into the CalWORKs program to create robust job training and support services within the county. 209. SUPPORT efforts for continuing training and education for social workers. Social workers serve our community and should have access to the most up-to-date methods to provide quality services. 210. SUPPORT efforts to raise wages for the early care and education workforce (such as childcare workers, preschool/infant-toddler teachers). The wages for these positions have Formatted: Not Highlight Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Underline Formatted: Justified, Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Justified Formatted: Justified, Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Justified Formatted: Justified, Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Justified Formatted: Justified, Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Justified Formatted: Justified, Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Justified Formatted: Justified, Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Justified Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Attachment F Adopted Proposed 20189 Platform 38 not kept pace with other employment opportunities and makes it difficult to recruit and retain quality teachers. 211. SUPPORT bills to increase teacher training and education, including funding to support current county employees to obtain a teaching credential. There is currently a shortage of quality, credentialed teachers in the county. 212. SUPPORT funding for statewide Adult Protective Services training. Law enforcement, first responders, and other government workers respond to APS calls but do not necessarily have training on the issues facing indigent adults and elders. 213. SUPPORT investments in continuous training and coordination of training for all law enforcement officers, District Attorneys, Public Defenders, Probation Officers, Judges and other court staff on issues of domestic violence, sexual assault, human trafficking, elder abuse, child abuse, and trauma informed approaches. 214. SUPPORT efforts that promote training, capacity building and deeper understanding for students, educators and social service staff on trauma informed care, adverse childhood experiences, healthy workplaces and schools. 215. SUPPORT efforts to increase training on human trafficking (with a specific focus on labor trafficking) for law enforcement, prosecutors and others involved in criminal investigations. 216. SUPPORT efforts that seek to specialize and build expertise for designated staff and systems (such as developing a commercially sexually exploited youth court or creating human trafficking units) to better support survivors of human trafficking. 217. SUPPORT efforts to increase funding for the 2020 Census. Contra Costa has been designated as a “hard to count” county by the federal government, and current funding levels may not be adequate to hire the staff needed for an accurate count of our residents. 218. SUPPORT efforts to protect the visual images of people seeking assistance in public social services facilities. Recently there have been incidences of public filming in social service lobbies across the state, with customers risking being publicly associated with services and becoming vulnerable to exploitation. Aging and Adult Services 112. SUPPORT efforts to promote safety of Adult Protective Services workers conducting required unannounced home visits by allowing them to request and receive from law enforcement criminal record checks through the California Law Enforcement Telecommunications System (CLETS). This would primarily be used for reported abusers in the household. Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Not Highlight Formatted: Justified, Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Justified Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Justified Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Justified Formatted: Numbered + Level: 1 + Numbering Style: 1, 2, 3, … + Start at: 1 + Alignment: Left + Aligned at: 0" + Tab after: 0.5" + Indent at: 0.5" Formatted: Font: Not Bold, No underline Formatted: Not Highlight Attachment F 39 113. SUPPORT efforts to develop emergency temporary shelter and/or short-term options for Adult Protective Services population and consider options that include but are not limited to, licensing of facilities specifically for this population and exploring Medi-Cal billing options to support clients in hospitals and other care facilities pending a more permanent housing placement. 114. SUPPORT simplification of IHSS service hour calculation and allocation to insure compliance with the Fair Labor Standards Act (FLSA) and efficiently provide services to consumers. 115. SUPPORT efforts that seek to identify and eliminate elder financial abuse and elder exposure to crime that may be committed through conservatorships, powers of attorney, notaries and others who have the right to control elder assets, including through solutions that allow access for Adult Protective Services to access financial records for investigation of financial abuse and exploitation. Financial abuse is a fast-growing form of abuse of seniors and adults with disabilities and current law does not authorize financial institutions to grant access to financial records necessary to investigate the reported abuse without the consent of the account holder or authorized representative. 116. SUPPORT efforts to establish an “umbrella code” for the reporting of incidents of elder abuse to the Department of Justice, thus more accurately recording the incidence of abuse. Current reporting policies within California’s law enforcement community and social services departments are uncoordinated in regards to the reporting of adult abuse. Under an “umbrella code,” law enforcement agencies and social services departments would uniformly report incidents of elder abuse and California would have much better data for policy and budget development purposes. 117. SUPPORT funding for statewide Adult Protective Services training. 118. SUPPORT establishing a State funded and administered General Assistance Program. The General Assistance Program is 100% County funded. Moving it to the State would relieve pressure on the County budget and appropriately direct costs to the State. 119. SUPPORT legislative efforts that allow for coordination of services and data, across state and county departments, that support aging and elder populations. 120. SUPPORT creation of a pilot program “Fostering Dignity in Aging,” to provide grant funding to counties to be used specifically for housing preservation and eviction prevention services of victims of elder and dependent adult abuse, exploitation, neglect, or self- neglect. 121. SUPPORT creation of funding opportunities and policies which promote the development of aging-friendly communities. Attachment F Adopted Proposed 20189 Platform 40 122. SUPPORT legislation and investments related to long-term care, senior housing affordability, medical service access, transportation, isolation and other quality of life issues to support aging with dignity. 123. SUPPORT research that describes and assesses local service needs and gaps impacting aging residents and that proposes specific and actionable local strategies to address these needs. 124. SUPPORTS efforts to allow counties to use alternative reassessment approaches, including but not limited to telephonic reassessments, that would be applied to customers rated low on the Functional Index Rating Scale. 125. SUPPORT efforts that focus on dependent adult and elder abuse prevention including, but not limited to, providing respite for caregivers. 126. SUPPORT efforts that identify, eliminate and prevent in-home neglect of the elderly and dependent adults; and scams and fraud (internet and otherwise) targeted at the elderly and dependent adults. 127. SUPPORT efforts that would require the California Department of Social Services to translate all state-provided materials used by In-Home Support Services providers into the statewide threshold languages: English, Spanish, Armenian, and Chinese. 128. SUPPORT efforts that would help to stabilize and provide short-term housing supports for at-risk Adult Protective Services clients. 129. SUPPORT legislative efforts that would enhance confidentiality of DMV records for Adult Protective Services social workers (a practice already in place for Child Protective Services social workers). Safety Net Programs 130. SUPPORT efforts to extend family stabilization mental health/substance abuse funding to include all family members. Current law only funds services for adult Welfare to Work participants. 131. SUPPORT solutions to address gaps in existing state statute that cause disruptions to continuity of care for some Covered California Insurance Affordability Program (IAP) enrollees when a new determination of IAP takes place. 132. SUPPORT the use of state funds to pay for CalFresh benefits for those Deferred Action for Childhood Arrivals (DACAs) and PRUCOL (Permanent Residents Under the Color of Law) who would otherwise be ineligible for CalFresh. Formatted: Not Highlight Formatted: Not Highlight Attachment F 41 133. SUPPORT efforts to extend eligibility to zero share of Medi-Cal cost when recipients report new earned income. Potential increases to state and local minimum wage impacts eligibility to free health care. 134. SUPPORT efforts to extend eligibility of CalWORKs benefit by exempting the first 6 months of earned income received from new employment or wage increases. This is intended to create better financial stability when a family’s income increases due to changes in local and state minimum wage law. 135. SUPPORT a revision of the budgeting methodology for the CalWORKS Single Allocation. The current methodology ties funding heavily to caseload, which can expand and contract quickly with economic changes. This can result in large variations of funding levels, and inability to respond to changing economic conditions in a timely manner. 136. SUPPORT fully funding Medi-Cal Administrative costs. 137. SUPPORT an Increase to the CalWORKS Maximum Aid Payment (MAP) and the annual funding of a CalWORKS cost of living adjustment (COLA). 138. SUPPORT efforts to increase County flexibility in the use of CalWORKs funds and in program requirements in order to better support the transition of welfare dependent families from welfare-to-work to self-sufficiency, including, but not limited to: extending supportive services beyond the current limit; enhancing supportive services; increasing diversion and early intervention to obviate the need for aid. Legislative changes to support these initiatives could include the following: a. Supportive Services. Extending the length of time CalWORKS recipients can receive supportive service such as help with transportation, child care, work uniforms, etc. b. Welfare to Work. Extending the length of time families can receive Welfare to Work services (job training and search and other employment related services) including job retention services. Currently CalWORKS recipients are eligible to receive supportive services and Welfare to Work services for up to 48 months if they are in compliance with CalWORKS rules. After 48 months these services or for CalWORKS cash aid. Helping people move from poverty and significant education gaps to full time employment in jobs that pay a high enough wage to be self-sufficient is difficult. It can take longer than 48 months and allowing for the flexibility to extend supportive services and training past the 48 month time limit would help. c. Diversion: Removing the criteria that someone has to be apparently eligible to CalWORKs in order to qualify for diversion and base the criteria on the client’s circumstance and ability to maintain the situation on their own without the need of continued assistance. Formatted: Not Highlight Formatted: Not Highlight Attachment F Adopted Proposed 20189 Platform 42  When applying income and resource requirements for diversion, use only half of their income and/or resource value or increase the limits for income and resources for diversion only.  Increasing the amount of the diversion payment. If the applicant doesn’t “use” all of the amount, they have 12 months to come back into the office and apply for the remaining amount of their diversion payments.  Allowing families to reapply for CalWORKs during their diversion period without a repayment penalty or CalWORKs ineligibility. d. Expanding job retention services; e. Exempting the hard-to-serve from Welfare-to-Work activities and the 20% exemption or providing flexibility in the time limit (dependent upon terms and conditions of TANF authorization). Developing an eligibility definition to 250% of the federal poverty level (FPL).Currently, the CalWORKs poverty level is 130% of the FPL for each Assistance Unit (AU). An increase to 250% would ensure more families meet income eligibility requirements. All of these measures would make it easier for CalWORKs families to enter employment services, become employed, and continue with the support they need in order to maintain their jobs. 139. SUPPORT efforts to revise the definition of “homelessness” in the Welfare & Institutions Codes to include families who have received eviction notices due to a verified financial hardship, thus allowing early intervention assistance for CalWORKs families. Current law prevents CalWORKs from providing homeless assistance until the CalWORKs family is actually “on the street.” This rule change would enable the County to work with CalWORKs families who are being threatened with homelessness to prevent the eviction and, presumably, better maintain the family members’ employment status. 140. SUPPORT alignment of verification requirements for CalWORKS, CalFRESH and Medi- Cal programs to simplify the customer experience and reduce the potential for error. Consider letting all programs access the Federal Hub used through CalHEERs. Currently these programs have different requirements for client verification, though they are all benefit programs. Alignment of verifications would make program administration more efficient and improve the client experience. 141. SUPPORT allowing all individuals in receipt of Unemployment Benefits (UIB) to be automatically eligible for CalFresh. Applying for UI and CalFresh is duplicative because requirements of both program are so similar. This would increase CalFresh uptake in an efficient way. 142. SUPPORT efforts to increase CalFresh benefit amounts to better meet recipients’ nutritional needs, improve ease and accessibility of the CalFresh application and recertification processes, and adjust CalFresh eligibility requirements to include currently excluded populations with significant need. Attachment F 43 143. SUPPORT efforts to restore cuts to the Supplemental Security Income/State Supplementary Payment (SSI/SSP) Program, increase grant amounts that would allow improvement of quality of life, and reinstate the annual Cost of Living Adjustment (COLA.) 144. SUPPORT efforts to ensure funding of child care for CalWORKs and former CalWORKs families at levels sufficient to meet demand. The State of California has not fully funded the cost of child care for the “working poor.” Additional funding would allow more CalWORKs and post-CalWORKs families to become and/or stay employed. 145. SUPPORT efforts to improve and expand emergency food assistance networks’ (e.g. local food banks, food pantries) ability to procure, store, and distribute nutritious food to those in need. 146. SUPPORT increase of daily rate available under Temporary HA from $65 per day to $85 per day for homeless CalWORKs families of four or fewer and provide an additional $15 per day for each additional family member up to a maximum of $145 daily. 147. SUPPORT efforts for a more flexible framework that allows the state to supplement CalFresh benefits if federal assistance is insufficient or unavailable. Recent natural disasters have underscored the need for a more permanent framework for the state to respond. 148. SUPPORT continuous investment in the California Earned Income Tax Credit (CalEITC) and efforts to increase access to California Earned Income Tax Credit, including increase in tax credit. 149. SUPPORT the expansion of benefits and services for immigrants, refugees, and asylum seekers. 150. SUPPORT providing funding for graduation bonuses for non-pregnant/parenting CalWORKs students who obtain a high school diploma/equivalent. 151. SUPPORT shared housing efforts to secure permanent housing assistance for CalWORKs participants. 152. SUPPORT a federal waiver that would allow county social services agencies to process CalFresh applications for jail inmates and suspend rather than terminate CalFresh eligibility when a recipient is detailed in a county jail for a period of less than a year. 153. SUPPORT efforts that would allow CalWORKs Welfare to Work participants to participate and achieve high school equivalency program without having their 24-month clock be impacted during their time in the program. Formatted: Not Highlight Formatted: Not Highlight Attachment F Adopted Proposed 20189 Platform 44 154. OPPOSE legislative and budgetary actions that result in reduced level of services to families, children, vulnerable adults and seniors, or that lead to preemption of local control. Early Care and Education 155. SUPPORT the efforts of CHSA (California Head Start Association) in securing legislation to support a state-wide integrated child care licensing structure. This will allow childcare programs to apply for and have one child care license for all children 0-5 as opposed to the current system of a two-license structure for varying ages of children in care. California remains only one of two states in the nation to maintain the two license structure. 156. OPPOSE legislation, rules, regulations or policies that restrict or affect the amount of funds available to, or the local autonomy of, First 5 Commissions to allocate their funds in accordance with local needs. 157. OPPOSE any legislation that increases tobacco taxes but fails to include language to replace any funds subsequently lost to The California Children and Families Act/Trust Fund for local services funded by tobacco taxes, Proposition 10 in 1998 and Proposition 99 in 1988. 158. SUPPORT efforts by the Contra Costa County’s executive directors and program administrators of all Child Care and Development Programs to restore state budget allocations to the FY 2009-10 levels if verified that this is an increase by fiscal analysts for the California State Preschool Program (CSPP), California Center-Based General Child Care Program (CCTR), CalWORKs Stage 2 (C2AP), CalWORKs Stage 3 (C3AP), Alternate Payment Program (CAPP), Child Care and Development Grant and the Child Care Retention Program (AB 212). Budgets in these programs have stagnated or reduced. An increase would greatly help low-income people find work and stay in jobs. 159. SUPPORT efforts to increase the number of subsidized child care slots to address the shortage of over 20,000 slots serving children 0-12 years of age in Contra Costa County; and SUPPORT efforts to enhance the quality of early learning programs and maintain local Quality Rating and Improvement Systems (QRIS) for early learning providers. Affordable child care is key to low-income workers remaining employed and there is a significant dearth of subsidized child care slots. Increasing quality of early learning is important to developing skills in the next generation. 160. SUPPORT legislation to expand early child care and education and increase funding for preschool and early learning. 161. SUPPORT the restoration of funding for Facility Restoration and Repair (FRR) grants by California Department of Education. Increasing the funding amounts for facility restoration of early childhood education would allow for improved facilities at Head Start sites. Formatted: Not Highlight Attachment F 45 162. SUPPORT legislation to expand early care and education and increase funding for preschool and early learning, through a diverse and multi-faceted delivery system. 163. SUPPORT restoration of child development programs (pre-2011 funding) under Proposition 98 funding. 164. SUPPORT legislation that would clarify and streamline the definition of homelessness across categorical eligibility for child care services to homeless children. 165. SUPPORT legislation that would clarify the definition of “volunteer” in SB 792, a bill which prohibits, commencing September 1, 2016, a person from being employed or volunteering at a day care center or a day care home if he or she has not been immunized against influenza, pertussis, and measles. Current law does not specify an established minimum of time spent in a child care facility to be considered a volunteer. SB 792, therefore, would apply to parents/grandparents coming to child care centers for one-time volunteer activities, to provide proof of vaccination. 166. SUPPORT efforts to that would establish/allow the enrollment of 2.9 year olds in the California State Preschool Program. 167. SUPPORT alignment of family eligibility for subsidized child care with cost of living adjustments and higher minimum wage rates. 168. SUPPORT the restoration of State Quality Child Care Funds which funds the Local Child Care Planning Council. 169. SUPPORT the increase in flexibility of child care contracts with the California Department of Education that would allow voluntary transfer of funds to occur outside of November and May months. 170. SUPPORT efforts to raise wages for the early care and education workforce (such as child care workers, preschool/infant-toddler teachers). 171. SUPPORT efforts that encourage access to early education home visiting programming - supporting families in providing an environment that promotes healthy growth and development of their young children. Child Welfare 172. SUPPORT continued and improved funding for substance abuse treatment and mental health services including those that provide alternatives to incarceration and Laura’s Law. 173. SUPPORT increased funding for Foster Parent Recruitment and Retention. 174. SUPPORT continued and improved funding for implementation of Continuum of Care Reform. Formatted: Not Highlight Formatted: Not Highlight Formatted: Not Highlight Attachment F Adopted Proposed 20189 Platform 46 175. SUPPORT child-specific approval for kinship caregivers (and non-related extended family members) to enable relatives to care for their related child/children, if in the child’s best interest, even if the relative/NREFM is not able or willing to be approved as a foster parent for their foster children. 176. SUPPORT efforts that would amend the definition of “relative” as applied to state funded Kinship Guardianship Assistance Payments (Kin-Gap) to be consistent with the federally funded Kin-Gap. This will allow all Kinship guardianship cases to be treated uniformly and allow more families to experience independence, normalcy and other benefits of permanence as legal guardians. 177. SUPPORT counties to access CWS/CMS to determine family’s child abuse history for the Resource Family Approval process. 178. SUPPORT efforts to expand California Earned Income Tax Credit (Cal-EITC) eligibility to former foster youth under age 25 years. 179. SUPPORT efforts that would create state Homeless Youth Housing Program grants fund to establish or expand programs that provide specified housing assistance and supportive services to homeless youth. Violence Prevention 180. SUPPORT efforts that seek to address the impact of domestic violence, sexual assault, human trafficking, elder abuse and child abuse, and implement culturally relevant, trauma- informed responses, connect victims to services, and prevent interpersonal violence. 181. SUPPORT increased investments in housing for victims of domestic violence and human trafficking including the preservation of emergency and long-term housing options for victims. 182. SUPPORT efforts that prevent domestic violence and domestic violence homicide including assessment of risk for assault or lethal force (including stalking and strangulation) throughout the criminal justice system. 183. SUPPORT investments in continuous training and coordination of training for all law enforcement officers, District Attorneys, Public Defenders, Judges and other court staff on issues of domestic violence, sexual assault, human trafficking, elder abuse and trauma informed approaches. 184. SUPPORT efforts to increase training on human trafficking (with a specific focus on labor trafficking) for law enforcement and others involved in criminal investigations. Formatted: Not Highlight Formatted: Not Highlight Formatted: Not Highlight Formatted: Not Highlight Formatted: Not Highlight Formatted: Not Highlight Formatted: Not Highlight Formatted: Not Highlight Attachment F 47 185. SUPPORT efforts that seek to specialize and build expertise for designated staff and systems (such as developing a commercially sexually exploited youth court or creating human trafficking units) to better support survivors of human trafficking. 186. SUPPORT efforts that differentiate risk and provide differential response for both victims of domestic violence and sex crimes and offenders of domestic violence and sex crimes. 187. SUPPORT efforts to increase language access and cultural responsive services for survivors of interpersonal violence. 188. SUPPORT efforts that foster collaboration across protective and criminal systems which allow for facilitation of cross-reporting of interpersonal violence. 189. SUPPORT efforts to increase cross-agency and cross-system collaboration on human trafficking and domestic violence cases including the sharing of confidential or protected information in multidisciplinary team settings in order to increase support for survivors. 190. SUPPORT efforts that promote training, capacity building and deeper understanding for students, educators and social service staff on trauma informed care, adverse childhood experiences, healthy workplaces and schools 191. SUPPORT efforts that ensure survivors of interpersonal violence feel safe to access services. Indian Gaming Issues Contra Costa County is currently home to the Lytton Band of the Pomo Indians’ Casino in San Pablo, a Class II gaming facility. There has been a proposal for an additional casino in North Richmond. Local governments have limited authority in determining whether or not such facilities should be sited in their jurisdiction; the terms and conditions under which the facilities will operate; and what, if any, mitigation will be paid to offset the cost of increased services and lost revenues. Contra Costa County has been active in working with CSAC and others to address these issues, as well as the need for funding for participation in the federal and state review processes and for mitigation for the existing Class II casino. 192.219. SUPPORT efforts to ensure that counties who have existing or proposed Class II Indian gaming facilities receive the Special Distribution Funds. 193.220. CONSIDER, on a case by case basis, whether or not to SUPPORT or OPPOSE Indian gaming facilities in Contra Costa County, and only SUPPORT facilities that are unique in nature and can demonstrate significant community benefits above and beyond the costs associated with mitigating community impacts. 194.221. OPPOSE the expansion or approval of Class III gaming machines at the existing gaming facility in Contra Costa County unless it can be demonstrated that there would be Attachment F Adopted Proposed 20189 Platform 48 significant community benefits above and beyond the costs associated with mitigating community impacts. 195.222. SUPPORT State authority to tighten up the definition of a Class II machine. 196.223. SUPPORT State legislative and administration actions consistent with the CSAC policy documents on development on Indian Lands and Compact negotiations for Indian gaming. Land Use/Community Development 197.224. SUPPORT efforts to promote economic incentives for "smart growth," in Priority Development and Priority Production Areas including in-fill and transit-oriented development. Balancing the need for housing and economic growth with the urban limit line requirements of Measure J (2004) will rely on maximum utilization of “smart growth” and Sustainable Community Strategy principles. Priority Production Areas are locally designated zones where manufacturing, warehousing, distribution and repair services would be a priority consideration in determining future land use. 198.225. SUPPORT efforts to increase the supply of affordable housing, including, but not limited to, state issuance of private activity bonds, affordable and low income housing bond measures, low-income housing tax credits and state infrastructure financing. This position supports a number of goals in the County General Plan Housing Element. 199.226. SUPPORT establishment of a CEQA exemption for affordable housing financing. Current law provides a statutory exemption from CEQA to state agencies for financing of affordable housing (Section 21080.10(b) of the California Public Resources Code and Section 15267 of the CEQA Guidelines)—but not to local agencies. The current exemption for state agencies is only operational if a CEQA review process has been completed by another agency (e.g., by the land use permitting agency). Since the act of financing does not change the environmental setting, the net effect of the exemption is streamlining the process for providing financial assistance for already approved projects. AB 2518 (Houston) in 2006 was a Contra Costa County-sponsored bill to accomplish this, but it was not successful in the Legislature. 200.227. SUPPORT efforts to obtain a CEQA exemption or to utilize CEQA streamlining provisions for infill development or Priority Development Areas, including in unincorporated areas. Section 15332 of the CEQA Guidelines is a Categorical Exemption for infill development projects but only within cities or unincorporated areas of a certain size surrounded by cities. Without the exemption, housing projects in the unincorporated areas that are not surrounded by cities (e.g. North Richmond, Montalvin Manor and Rodeo) are subject to a more time-consuming and costly process in order to comply with the CEQA guidelines than that which is required of cities, despite having similar housing obligations. The CEQA exemption bill signed by the Governor in 2013 (SB 741) only Attachment F 49 applies to mixed-use or non-residential projects in the unincorporated areas that are both within ½ mile of a BART station and within the boundaries of an adopted Specific Plan. 201.228. SUPPORT efforts to reform State housing element law to promote the actual production and preservation of affordable housing and to focus less on process and paper compliance. 202.229. OPPOSE efforts to limit the County’s ability to exercise local land use authority. 203.230. SUPPORT efforts to reduce the fiscalization of land use decision-making by local government, which favors retail uses over other job-creating uses and housing. Reducing incentives for inappropriate land use decisions, particularly those that negatively affect neighboring jurisdictions, could result in more rational and harmonious land use. 231. SUPPORT allocations, appropriations, and policies that support and leverage the benefits of approved Natural Community Conservation Plans (NCCPs), such as the East Contra Costa County NCCP. 232. Support SUPPORT the granting of approximately $24 million to the East Contra Costa County NCCP from the $90 million allocation for NCCPs in Proposition 84. 233. Support SUPPORT the continued inclusion of NCCPs for funding in allocations from Propositions 1 and 64. Proposition 68 was passed in 2018; programs that support NCCPs were subsequently allocated funding. In addition to the programs that are identified in Prop 68, NCCPs are eligible to receive other funds, and the County should continue to support these funding allocations. In 2018 the East County NCCP successfully increased CDFW’s Local Assistance Program from $600,000 to $2.6M with funds from Prop 68. Continuing that level of funding requires ongoing support from local agencies including Contra Costa County. 234. Support SUPPORT $90 million for implementation of NCCPs and an additional $100 million for watershed protection and habitat conservation in future park, water or natural resource bonds. 235. Support SUPPORT the position that NCCPs are an effective strategy for addressing the impacts of climate change and encourage appropriate recognition of the NCCP tool in implementation of climate change legislation such as SB 375, AB 32 as well as an appropriate tool for spending Cap and Trade revenues. Promote effective implementation of NCCPs as a top priority for the California Department of Fish and Wildlife. 236. Support SUPPORT an increase to $1.6 million for the California Department of Fish and Wildlife’s Local Assistance Grant program. Support SUPPORT efforts to streamline implementation of NCCPs including exemptions from unnecessary regulatory oversight such as the Delta Plan Covered Actions process administered by the Delta Stewardship Council. Formatted: Font: Bold Formatted: List Paragraph, Left, No bullets or numbering Formatted: Font: Bold Formatted: List Paragraph, Left, No bullets or numbering Formatted: Justified Formatted: Pattern: Clear (Yellow) Formatted: Pattern: Clear (Yellow) Formatted: Font: Italic, Pattern: Clear (Yellow) Formatted: Font: Italic Formatted: Font: Times New Roman, Bold Formatted: Indent: Left: 0.5", No bullets or numbering Formatted: Font: Bold Formatted: List Paragraph, Left, No bullets or numbering Formatted: Font: Bold Formatted: List Paragraph, Left, No bullets or numbering Formatted: Font: Bold Formatted: List Paragraph, Left, No bullets or numbering Attachment F Adopted Proposed 20189 Platform 50 204.237. Support SUPPORT alignment of State and Regional of Water Board permits (Section 401 clean water act and storm water permits) and California Department of Fish and Wildlife Streambed Alteration Agreement (Section 1602 of the Fish and Game code) and other State natural resource permitting with California Endangered Species Act permitting through NCCPs to improve the overall efficiency, predictability and effectiveness of natural resource regulation. 205.238. SUPPORT legislation that would give local agencies specific tools for economic development purposes in order to enhance job opportunities, with emphasis on attracting and retaining businesses, blight removal and promoting smart growth and affordable housing development, while balancing the impacts on revenues for health and safety programs and healthy communities. 206.239. SUPPORT legislation that would resolve the administrative funding gap for agencies serving as the Successor Housing Agency. Such legislation should not have a negative impact on the localities’ general fund. The Redevelopment Dissolution Act allows Successor Agencies a modest allowance of tax increment funds to support Successor Agency administrative costs. There is no such carve out for Housing Successors. However, unlike Successor Agencies, Housing Successors have an ongoing obligation to monitor existing affordable housing developments. These obligations will continue for up to 55 years. 207.240. SUPPORT legislation that would clarify the ability of successor agencies to former redevelopment agencies to enter into contracts with its sponsoring jurisdiction and third parties to fulfill enforceable obligations. The existing redevelopment dissolution statute limits the contracting powers of successor agencies which is causing delays in their ability to expeditiously retire certain enforceable obligations of the former redevelopment agencies. 208.241. SUPPORT legislative and regulatory efforts that streamline compliance with the California Environmental Quality Act (CEQA) by integrating it with other environmental protection laws and regulations, modifying the tiering of environmental reviews, expanding the application of prior environmental reviews, focusing areas of potential CEQA litigation, and enhancing public disclosure and accountability. 209.242. OPPOSE CEQA reform efforts that reduce environmental protections for projects that cross county or city boundaries. 210.243. SUPPORT efforts to improve or streamline CEQA for efficiency without losing sight of its ultimate goal to thoroughly identify environmental impacts and mitigations. 211.244. OPPOSE efforts to change CEQA solely to accommodate one particular infrastructure project or set of projects. 212.245. SUPPORT legislation that amends Section 20133 of the Public Contract Code to 1) delete the existing sunset date of July 1, 2014 for design-build authority granted to Attachment F 51 counties, and 2) eliminate the current project cost threshold of $2.5 million required for the use of the design-build method. 213.246. SUPPORT legislation that funds programs to remediate brownfield sites in the County and modifies existing programs to make implementation easier or apply more broadly. Specifically:  Consider modification to the Cleanup Loans and Environmental Assistance to Neighborhoods (CLEAN) program that would simply the approval process for applications;  Broaden the criteria for sites that are eligible for California Land Reuse and Revitalization Act (CLRRA) to include all sites that are listed by the State or Federal Government as contaminated; and  Fully fund the California Recycle Underutilized Sites (CALReUse) program. Law and Justice System 214.247. SUPPORT legislation that seeks to curb metal theft by making it easier for law enforcement agencies to track stolen metals sold to scrap dealers through such means as requiring identification from customers selling commonly stolen metals, banning cash transactions over a certain amount, and requiring scrap dealers to hold materials they buy for a certain period of time before melting them down or reselling them. 215.248. SUPPORT legislation that provides a practical and efficient solution to addressing the problem of abandoned and trespassing vessels and ground tackle in an administrative process that allows the California State Lands Commission to both remove and dispose of such vessels and unpermitted ground tackle. Boat owners in increasing numbers are abandoning both recreational and commercial vessels in areas within the Commission’s jurisdiction. Our state waterways are becoming clogged with hulks that break up, leak, sink and add pollutants to our waterways and marine habitat. 216.249. SUPPORT legislation that requires boater’s insurance. Currently, boaters are not required to carry insurance in California. 250. SUPPORT legislation that provides better funding for local agencies forced to deal with abandoned and sunken vessels and their environmental impacts. 217. 218.251. OPPOSE legislative proposals to realign additional program responsibility to counties without adequate funding and protections. 219.252. OPPOSE legislation that would shift the responsibility of parolees from the state to the counties without adequate notification, documentation and funding. 220.253. SUPPORT legislation that will help counties implement the 2011 Public Safety Realignment as long as the proposal would: provide for county flexibility, eliminate Formatted: Not Highlight Formatted: Font: Italic Formatted: Indent: Left: 0.5", No bullets or numbering Attachment F Adopted Proposed 20189 Platform 52 redundant or unnecessary reporting, and would not transfer more responsibility without funding. 221.254. SUPPORT legislation that will combat the negative impact that human trafficking has on victims in our communities, including the impact that this activity has on a range of County services and supports, and support efforts to provide additional tools, resources and funding to help counties address this growing problem. 222.255. SUPPORT State legislation banning the sale of alcopop products by businesses that sell alcoholic beverages. The California Department of Alcoholic Beverage Control is responsible for regulating the type of alcohol products that a business may sell. A type of flavored malt alcoholic beverage product known as “alcopops” has been identified as a contributor to under-age drinking in the County. The term alcopops usually refers to sweetened malt or alcoholic beverages that are typically sold in single-serving bottles or cans. The Board, through recommendations from the Public Protection Committee, has adopted amendments to the Alcoholic Beverage Sales Commercial Activities Zoning Ordinance that authorizes the County to prohibit the sale of alcopops at any establishment not in compliance with the performance standards. Along with the code changes, various implementation strategies were also approved in order to better coordinate efforts between County Departments and agencies for streamlined implementation and enforcement of the Ordinance. 256. SUPPORT legislative reform of current bail provisions that will replace reliance on money bail with a system that incorporates a pretrial risk assessment tool and evidence-based pretrial release decisions. The current reliance on fixed bail schedules and commercial money bonds ignores public safety factors and unfairly penalizes poor people who are awaiting trial. Bail reform in this manner will ensure that only dangerous persons who cannot be safely supervised in the community while they are awaiting trial will be held in custody pretrial. Locally, our County has moved in this direction with an AB109 funded pretrial program. 223.257. SUPPORT legislation that would clarify that information under Penal Code section 13202 is local summary criminal history information, and support legislation that would add a section to Penal Code section 13100 that states that access to Criminal Offender Record Information (CORI) for a criminal justice agency to understand the impact of policies and the effectiveness of programs is essential for the effective administration of criminal justice and that this section seeks to encourage and improve access to CORI amount criminal justice agencies for research and evaluation purposes. Levees 224.258. SUPPORT administrative and legislative action to provide significant funding for rehabilitation of levees in the western and central Delta. Proposition 1E, passed in November 2006, provides for over $3 billion for levees, primarily those in the Central Valley Flood Control Program. Language is included in the bond for other Delta levees Formatted: List Paragraph, Left, No bullets or numbering Formatted: Highlight Formatted: Highlight Formatted: Highlight Formatted: Highlight Attachment F 53 but funding is not specifically directed. The County will work to actively advocate for $1 billion in funding through this bond. 225.259. SUPPORT legislation that requires the levee repair funds generated by Proposition 1E be spent within one year or legislative hearings conducted on expediting the expenditure of bond proceeds through the Department of Water Resources Delta Levees Section. Many public agencies, including reclamation districts charged with maintaining levees, have complained about the state’s inaction in allocating and distributing the levee funds that were raised by the bond sales authorized by Proposition 1E in 2008. Legislation could require the immediate distribution of these funds to local levee projects. The Delta Reform Act of 2009 authorized over $202 million for levee repairs. Legislative hearings may produce explanations from the state as to why these funds are not being distributed or identify methods to streamline administration of these funds. 226.260. SUPPORT legislation to amend California Water Code Section 12986, to maintain the state/local funding ratio of 75/25 for the state’s Delta Levees Subventions Program, which provides funds for local levee repair and maintenance projects. The code provisions that have the state paying 75% of project costs will expire on July 1, 2013. At that time the matching ratio will change to 50/50. This means local reclamation districts will have to pay a larger portion of project costs (50%, compared to their current 25% requirement). Many districts do not have the funding to do so. The Delta Levees Subventions Program should continue to use funds from bonds or other dedicated sources, rather than the state’s General Fund. For the past several years the program has been funded from bonds. When these bond funds run out, the program will have to be funded from the General Fund, unless some other new dedicated funding source is established. 227.261. SUPPORT legislation dealing with the Delta, including levees and levee programs, level and type of flood protection, beneficiary-pays programs, flood insurance, liability and other levee/land use issues. 228.262. SUPPORT legislation/regulation requiring Reclamation Districts to develop, publish, and maintain hazard emergency plans for their districts. Emergency response plans are critical to emergency management, particularly in an area or situation like the Delta where a levee break could trigger other emergencies. This legislation/regulation should also include the requirement for plan review and annual distribution of the plan to the residents of the district, County Office of Emergency Services and other government agencies that have emergency response interests within the district. 229.263. SUPPORT legislation to amend California Water Code Section 85057.5 to bring the Delta Stewardship Council’s “covered actions” land-use review process into consistency with CEQA. This section of state code defines a “covered action,” which refers to local permit decisions that are subject to potential revocation by the Council, as adopted in the Council’s Delta Plan. The proposed process works as follows: (1) if a local permit application meets the definition of a “covered action,” the jurisdiction must evaluate it for consistency with all of the policies in the Council’s Delta Plan. (2) If the jurisdiction finds the project is consistent with the Delta Plan, they notify the Council of this finding. Attachment F Adopted Proposed 20189 Platform 54 (3) Anyone who objects to the project may appeal the consistency finding, and it will be up to the Council to make the final decision. Should the Council decide against the local jurisdiction, there is no appeal process available to the jurisdiction or project applicant other than legal action. “Covered actions” are defined in Section 85057.5 of the California Water Code. It defines them as plans, projects or programs as defined by CEQA, and then goes on to grant several exemptions to certain types of projects. It does not, however, provide exemptions for all the project types that CEQA itself exempts. CEQA provides a lengthy list of categorical exemptions for plans, projects and programs that generally do not have significant environmental impacts, and projects that have compelling reasons to move forward quickly (such as public safety projects). The entire list of categorical exemptions from CEQA also should be exempt from the Delta Stewardship Council’s “covered actions” process. Library 230.264. SUPPORT State financial assistance in the operation of public libraries, including full funding of the Public Library Fund (PLF), and the California Research and Education Network (CalREN), an advanced network-services fabric serving the vast majority of research and education institutions in the state. 231.265. SUPPORT State bonds for public library construction. The 2000 library construction bond provided funding for two libraries in Contra Costa County. There is currently a need of approximately $289,000,000 for public library construction, expansion and renovation in Contra Costa County. 266. SUPPORT continued funding for the California Library Literacy and English Acquisition Services Program, which provides matching funds for public library adult literacy programs that offer free, confidential, one-on-one basic literacy instruction to English- speaking adults who want to improve their reading, writing, and spelling skills. 232. Pipeline Safety 233.267. SUPPORT legislation that contains specific mitigations or solutions for installation of Automatic Shutoff Valves for both High Consequence Areas (HCA) and for those that transverse Active Seismic Earthquake Faults for all intrastate petroleum pipelines. State Fire Marshal Annual Inspections of all Intrastate Petroleum Pipelines do not contain the specific mitigations or solutions for installation of Automatic Shutoff Valves for both High Consequence Areas (HCA) and for those that traverse Active Seismic Earthquake Faults that are mandated for Gas Pipelines under AB 2856. The County has several petroleum Formatted: Not Highlight Formatted: List Paragraph, Left, No bullets or numbering Formatted: Indent: Left: 0.5", No bullets or numbering Attachment F 55 pipelines that should be classified under these categories and present the same explosive nature as gas pipelines do. 234.268. SUPPORT legislation that contains specific language for protection of all seasonal and all year creeks and all State Waterways where petroleum pipelines are present. New and replacement pipelines near environmentally and ecologically sensitive areas should use the best available technology including, but not limited to, the installation of leak detection technology, automatic shutoff systems or remote controlled sectionalized block valves, or any combination of these technologies to reduce the amount of oil released in an oil spill to protect state waters and wildlife. Telecommunications and Broadband 235.269. SUPPORT clean-up legislation on AB 2987 that provides for local emergency notifications similar to provisions in cable franchises for the last 20 years. Currently our franchises require the cable systems to carry emergency messages in the event of local emergencies. With the occurrence of several local refinery incidents, this service is critical for Contra Costa. Under federal law, Emergency Alert System requirements leave broad discretion to broadcasters to decide when and what information to broadcast, emergency management offices to communicate with the public in times of emergencies. 236.270. SUPPORT preservation of local government ownership and control of the local public rights-of-way. Currently, local government has authority over the time, place, and manner in which infrastructure is placed in their rights-of-way. The California Public Utilities Commission is considering rulemaking that would give them jurisdiction to decide issues between local government and telecommunication providers. 237.271. SUPPORT the expansion of broadband (high speed internet service) to drive economic development and job opportunities, support county service delivery, and improve health, education and public safety outcomes for residents. For communities to realize these full benefits of broadband it must be capable of supporting current technology. Access and adoption are both necessary elements that should be supported in state and federal legislative or regulatory proposals. This entails the following: • Establishing and maintaining reliable broadband in unserved or underserved communities; • Promoting the knowledge, skills and behaviors that comprise digital literacy; • Making broadband affordable for all households; • Maximizing funding for infrastructure; and • Reducing infrastructure deployment barriers. Transportation Attachment F Adopted Proposed 20189 Platform 56 238.272. SUPPORT increased flexibility in the use of transportation funds. 239.273. SUPPORT regional coordination that provides for local input in addressing transportation needs. Coordinated planning and delivery of public transit, paratransit, non-profit/community-based transit, and rail services will help ensure the best possible service delivery to the public. Regional coordination will be essential to complete planning and development of important regional transportation projects that benefit the state and local road system such as TriLink (State Route 239), improvements to Vasco Road, completion of remaining segments of the Bay Trail, improvements to the Delta DeAnza Regional Trail, and the proposed California Delta and Marsh Creek Trails. Support for consistent, coordinated deployment of advanced transportation/mobility technology such as connected vehicles and automated vehicles, and advanced wireless is also in the public interest. There may be interest in seeking enhanced local input requirements for developing the Sustainable Communities Strategy for the Bay Area mandated by SB 375 for greenhouse gas reduction. It is important that the regional coordination efforts are based on input gathered from the local level, to ensure the regional approach does not negatively impact local communities. “Top-down” regional or state planning efforts would be inconsistent with this goal. Consistent with that position, relief from the requirements imposed on the County by the state relative to the Iron Horse corridor would foster coordination along this multi-jurisdictional corridor. Such relief could be provided through administrative action or County sponsored legislation. 240.274. SUPPORT efforts to improve safety throughout the transportation system. The County supports new and expanded projects and programs to improve safety for bicyclists, pedestrians and wheelchair users, as well as projects to improve safety on high-accident transportation facilities such as Vasco Road. Data on transportation safety would be improved by including global positioning system (GPS) location data for every reported accident to assist in safety analysis and planning. The County also supports the expansion of school safety improvement programs such as stable/dedicated funding for crossing guards, revised school zone references in the vehicle code, Safe Routes to Schools (SR2S) grants, statutory authorization of an automated safety enforcement (speed cameras) pilot program, efforts to improve the safety, expansion and security of freight transportation system including public and private maritime ports, airports, rail yards, railroad lines, rail bridges and sidings. The County also supports limits or elimination of public liability for installing traffic-calming devices on residential neighborhood streets. 241.275. SUPPORT funding or incentives for the use of environmentally-friendly resources in transportation construction projects. The County seeks and supports grant programs, tax credits for manufacturers, state purchasing programs, and other incentives for local jurisdictions to use renewable and environmentally friendly materials such as pervious concrete, cool pavements, rubberized asphalt (made from recycled tires) that the County has used as paving material on San Pablo Dam Road and Pacheco Boulevard, and other emerging technologies/materials. 242.276. SUPPORT streamlining the delivery of transportation safety projects. The length of time and amount of paperwork should be reduced to bring a transportation safety project Formatted: Pattern: Clear (Yellow) Formatted: Not Highlight Formatted: Pattern: Clear (Yellow) Formatted: Not Highlight Formatted: Not Highlight Attachment F 57 more quickly through the planning, engineering and design, environmental review, funding application, and construction phases, such as for Vasco Road. This could include streamlining the environmental review process and also streamlining all state permitting requirements that pertain to transportation projects. Realistic deadlines for use of federal transportation funds would help local jurisdictions deliver complex projects without running afoul of federal time limits which are unrealistically tight for complex projects. 243.277. SUPPORT efforts to coordinate development of state-funded or regulated facilities such as courts, schools, jails, roads and state offices with local planning. The County supports preserving the authority of Public Works over County roads by way of ensuring the Board of Supervisors’ control over County roads as established in the Streets & Highways Code (Ch2 §940) is not undermined. This includes strongly opposing any action by a non-local entity that would ultimately dilute current Board of Supervisors discretion relative to road design and land use. In addition to being coordinated with local planning, there are well documented conflicts between state school development policies and state policies related to greenhouse gas reduction, safe routes to school, complete streets, and “Health In All Policies.” The County supports administrative and legislative efforts to resolve these conflicts. 244.278. SUPPORT efforts to coordinate planning between school districts, the state, and local jurisdictions for the purposes of: (1) locating and planning new schools, (2) funding programs that foster collaboration and joint use of facilities, and (3) financing off-site transportation improvements for improved access to existing schools. The County will urge the California Department of Education’s current Title 5 update effort to include removing the current conflict between current school siting policies and sustainable communities. Related to this effort, the County supports reform of school siting practices by way of legislative changes related to any new statewide school construction bond authorization. The County takes the position that reform components should include bringing school siting practices and school zone references in the vehicle code into alignment with local growth management policies, safe routes to school best practices, State SB 375 principles, and the State Strategic Growth Council’s “Health in All Policies Initiative.” The County will also urge DOE's current Title 5 update effort to apply the requirements of Title 5, as they pertain to evaluating the risks from hazardous materials, to schools being rebuilt on the site of existing schools and to charter schools, and to include the evaluation of risks from hazardous materials potentially released from nearby industrial facilities due to fire, explosions or accidental releases to school siting criteria. Related to this, the County supports the development of guidelines for assessing and mitigating the risks of siting new schools near industrial facilities and rail lines due to potential explosions and fires from the use, storage, manufacture and transportation of hazardous materials, similar to the guidelines they have established for assessing and mitigating the risks from the transportation of hazardous materials through pipelines. State financial and/or technical support to offset the cost of adhering to new guidelines or requirements should be provided. 245.279. SUPPORT regional aviation transportation planning efforts for coordinated aviation network planning to improve service delivery. Regional aviation coordination Formatted: Not Highlight Formatted: Pattern: Clear (Yellow) Attachment F Adopted Proposed 20189 Platform 58 could also improve the surrounding surface transportation system by providing expanded local options for people and goods movement. 246.280. SUPPORT efforts to increase waterborne transport of goods and obtaining funds to support this effort. The San Francisco to Stockton Ship Channel is a major transportation route for the region, providing water access to a large number of industries and the Ports of Sacramento and Stockton. A project is underway to deepen the channel, providing additional capacity to accommodate increasing commerce needs of the Ports and providing better operational flexibility for the other industries. Increased goods movement via waterways has clear benefits to congestion management on highways and railroads (with resultant air quality benefits). 247.281. SUPPORT legislative and administrative measures to enhance rail safety, increase state oversight of railroad bridges, provide funding for the training of first responders, and implement regulations that increase tank car safety standards for cars transporting crude oil and other hazardous materials, and regulations that require railroads to share data with state emergency managers and local responders. 248.282. SUPPORT funding increases for active transportation projects and planning. Funding is needed for improved pedestrian infrastructure and enhancements and expansion of: trails, on-street bike facilities (Class II and III), and separated facilities (Class I and Class IV [cycle track]). Funding is also needed for corridor and ”bicycle superhighway” planning, trail access improvements, overcrossings, intersection improvements, Class I - IV inter-connectivity projects (gap closures), wayfinding/signage projects, and facilities/designs identified in emerging best practices. 249.283. OPPOSE efforts to condition or link the distribution of transportation funds to a jurisdiction’s production of housing relative to RHNA (Regional Housing Needs Allocation). 284. SUPPORT administrative or legislative mechanisms that facilitate coordination between transportation agencies and utilities relative to expediting construction projects. Without willing and proactive coordination, transportation projects are subject to delays and substantially increased costs. These costs are borne by the taxpayers. 250. Veterans 251.285. SUPPORT legislation and budget actions that will continue the state's annual local assistance for County Veterans Service Offices at a minimum of the $5.6 million level. The eventual goal is to fully fund CVSOs by appropriating the full $11 million in local assistance funding as reflected in Military and Veterans Code Section 972.1(d). County Veterans Service Offices (CVSOs) play a vital role in the local veteran community, not only within the Veterans Affairs claims process, but in other aspects as well. This includes providing information about all veterans’ benefits (Federal, State and local), as well as providing claims assistance for all veteran-related benefits, referring veterans to Formatted: Not Highlight Formatted: Font: Times New Roman Formatted: Left, Indent: Left: 0.5", No bullets or numbering Formatted: Not Highlight Formatted: Normal, No bullets or numbering Attachment F 59 ancillary community resources, providing hands-on development and case management services for claims and appeals and transporting local veterans to VA facilities. 252.286. SUPPORT legislation and budget actions that will provide veterans organizations with resources to make necessary repairs to, or replacement of, their meeting halls and facilities. Across California, the meeting halls and posts of Veterans Service Organizations such as the American Legion and Veterans of Foreign Wars serve as unofficial community centers. Many of these facilities are not compliant with Americans with Disabilities Act accessibility standards, are not earthquake retrofitted, or have deteriorated in recent years due to declining membership and reduced rental revenues as a result of the economic downturn. The County will support legislation that would create a competitive grant program for veterans’ organizations, classified by the IRS as 501c19 non-profit organizations and comprised primarily of past or present members of the United States Armed Forces and their family members, to use for repairs and improvements to their existing facilities. 253.287. SUPPORT legislation that will improve the timeliness and quality of both VA benefits claim decisions and VA healthcare services. Specifically, legislation that works toward improving on the expedited processing of claims, providing VA healthcare, and administering of benefits to populations with unique needs, such as homeless Veterans, Women Veterans, and Veterans experiencing service related Posttraumatic Stress Disorder or service related Traumatic Brain Injury. Waste Management 254.288. SUPPORT legislation that establishes producer responsibility for management at the end of their useful life of products, including pharmaceuticals, batteries, sharps and veterinary medicine. 255.289. SUPPORT efforts to increase the development of markets for recycled materials. 256.290. SUPPORT legislative and regulatory efforts to allow third parties, under specific circumstances and conditions, to collect and transport household hazardous waste to collection facilities. 257.291. SUPPORT legislation that seeks to remedy the environmental degradation and solid waste management problems on a State-wide basis of polystyrene containers and single- use plastic bags typically given away for free at grocery, retail and other establishments. 258.292. SUPPORT legislation that does not require increased diversion from landfills without an adequate funding mechanism. 259.293. SUPPORT legislation that would make changes to the used tire redemption program. Instead of collecting a disposal fee from the consumer when new tires are purchased, a disposal fee would be collected at the wholesale level and redeemed by the Attachment F Adopted Proposed 20189 Platform 60 disposal site when the used tires are brought to the site. The party bringing the tires to the disposal site would also receive a portion of the fee. 260.294. SUPPORT legislation that relieves counties with privately-operated landfills from the state requirement for maintaining a 15-year supply of disposal capacity for waste generated within each county. In 1989, Contra Costa County amended its general plan to accommodate construction of Keller Canyon Landfill. Due to the difficulty in siting landfills and the requirements of Public Resources Code 47100 – Countywide Siting Element, the County maintained authority to control the amount of waste disposed at this facility from outside the county. Despite Contra Costa County’s opposition, AB 845 became law on January 1, 2013 and prohibits any jurisdiction from regulating the amount of waste disposed at a privately-operated landfill based on its place of origin. Because local jurisdictions can no longer control importation of waste to privately- operated landfills, a host County that receives a significant amount of waste from outside the county will have a greater need to undertake the difficult task of identifying new disposal capacity pursuant to the Countywide Siting Element requirement. Since the state believes there is no need for local jurisdictions to regulate disposal of solid waste by place of origin, the state should remove existing statutes that require each County with privately- operated landfills to identify sufficient disposal capacity for the waste generated by the jurisdictions within that County. 261.295. SUPPORT legislation that can reduce the amount of harmful pharmaceuticals (including veterinary medicine) that ultimately enter waste water treatment facilities, bodies of water, and landfills. 262.296. SUPPORT legislative and regulatory efforts to restrict payments from the Beverage Container Recycling Program Fund for redemption of beverage containers sold out of state. Fraudulent redemption of these beverage containers is costing the Fund from $40 million to $200 million annually. This fraud combined with loans to the General Fund to reduce the State budget deficit has significantly reduced the availability of funds for increasing recycling as intended under the law. 297. SUPPORT legislative and regulatory efforts that correct the imbalance between the County’s regulatory authority to control the collection and disposal of solid waste generated within the unincorporated areas and our exposure to state penalties for failing to meet state mandates for diverting solid waste generated within these areas as a result of Appellate Court decisions. In litigation where the County sought to protect its solid waste franchise authority for unincorporated areas the court awarded franchise authority to the Rodeo Sanitary District and Mountain View Sanitary District while the County remains exposed to state penalties for failing to meet state mandates for reducing disposal of solid waste generated in these areas. 298. OPPOSE legislative and regulatory efforts that require more of counties related to diverting waste from landfills without concurrently establishing an adequate funding mechanism. Formatted: List Paragraph, Left, No bullets or numbering Formatted: Font: Not Italic Formatted: Pattern: Clear (Yellow) Formatted: Indent: Left: 0.5", No bullets or numbering, Pattern: Clear (Yellow) Attachment F 61 299. SUPPORT efforts that will help counties more effectively combat illegal dumping, including but not limited to establishing a more reasonable burden of proof standard, changing any remaining infractions to misdemeanors and increasing penalty amounts or options (e.g. vehicle seizure). 300. OPPOSE legislative or regulatory efforts to eliminate any existing waste diversion credits or disposal reduction credits. 301. SUPPORT legislative or regulatory efforts to reduce what counties are required to recycle or divert from landfills if and when there is not an adequate market for materials which had previously been recycled. 302. OPPOSE legislative or regulatory efforts that require counties to site, fund, approve, build and/or operate organic processing facilities, including composting operations. 263.303. OPPOSE regulatory efforts related to solid waste management that impose requirements on counties that directly conflict with or exceed the scope of authority of the enabling legislation. Workforce Development 264.304. SUPPORT legislative and regulatory efforts that make the necessary changes to existing law for the implementation of the federal Workforce Innovation and Opportunity Act (WIOA) in California. The County supports legislation that would include provisions that state that the Local Plan developed by local workforce boards should be the basis of all workforce planning in the local areas and all workforce-related state grants. Additionally, the County supports provisions that ensure that staffing costs and support services should be included in the training expenditure requirement. Finally, the County supports provisions that require all programs listed in the Workforce Innovation & Opportunity Act (WIOA) work together to ensure that data is collected and reported across all programs, utilizing the state’s base-wage file system to ease local reporting burdens. 265.305. SUPPORT efforts to include marginally attached workers, including discouraged workers, and involuntary part-time workers more formally in the California Workforce Investment Act. (Marginally attached workers are persons not in the labor force who want and are available for work, and who have looked for a job sometime in the prior 12 months (or since the end of their last job if they held one within the past 12 months), but were not counted as unemployed because they had not searched for work in the 4 weeks preceding the survey. Discouraged workers are a subset of the marginally attached.) Formatted: Pattern: Clear (Yellow) Formatted: Font: Not Italic Formatted: Indent: Left: 0.5", No bullets or numbering, Pattern: Clear (Yellow) Formatted: Pattern: Clear (Yellow) Formatted: Indent: Left: 0.5", No bullets or numbering, Pattern: Clear (Yellow) Formatted: Pattern: Clear (Yellow) Formatted: Indent: Left: 0.5", No bullets or numbering, Pattern: Clear (Yellow) Formatted: Pattern: Clear (Yellow) Formatted: Indent: Left: 0.5", No bullets or numbering, Pattern: Clear (Yellow) Formatted: Pattern: Clear (Yellow) Formatted: Not Highlight Attachment F RECOMMENDATION(S): OPEN the hearing of the costs of abating a public nuisance on the real property located at 284 Vernon Ave., Richmond, California, Contra Costa County (APN 409-021-019), Est. of Mathew Malbrough c/o Joseph Malbrough; RECEIVE and CONSIDER the attached itemized report on the abatement costs and any objections thereto from the property owner or other persons with a legal interest in the property; and CLOSE the hearing. DETERMINE the cost of all abatement work and all administrative costs to be $10,818.32 ORDER the itemized report confirmed and DIRECT that it be filed with the Clerk of the Board of Supervisors. ORDER the costs to be specially assessed against the above-reference property and AUTHORIZE the recordation of a Notice of Abatement Lien. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jason Crapo (925) 674-7722 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: D. 5 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:January 22, 2019 Contra Costa County Subject:Cost confirmation Hearing for Real Property Located at: 284 Vernon Ave., Richmond, CA 94801 FISCAL IMPACT: No net fiscal impact. The costs as determined above will be added to the tax roll as a special assessment on this property and will be collected at the same time and in the same manner as ordinary County taxes are collected. BACKGROUND: Contra Costa County Ordinance Code Article 14-6.4 and California Government Code Section 25845 authorize the recovery of abatement costs in public nuisance cases, the recordation of a Notice of Abatement Lien, and inclusion of abatement costs on the tax roll as a special assessment, upon approval of the Board of Supervisors. The Notice to Secure and Maintain a Vacant Structure posted on the above-referenced property for a vacant property in the unincorporated area of North Richmond that is not secured, whose interior contains waste, rubbish or debris, whose premises contains waste, rubbish, debris and excessive vegetation and was serviced on the property owner and all person known to be in possession of the property by certified mail on March 13, 2018 The property owner did not file an appeal of the Notice to Secure and Maintain a Vacant Structure. The County Abatement Officer abated the nuisance on August 13, 2018. The property owner was billed for the actual cost of the abatement and all administrative costs. The bill was sent by first-class mail to the property owner on October 22, 2018. The property owner did not pay the bill within 45 days of the date of mailing. Notice of this Cost Hearing was sent to the property owner by certified mail by the Clerk of the Board. For proof of service, see Clerk of the Board at 651 Pine Street, Room 106, Martinez, CA. CONSEQUENCE OF NEGATIVE ACTION: If not approved, the County will not be able to recover costs for abatement on code violations for this property. CHILDREN'S IMPACT STATEMENT: CLERK'S ADDENDUM CLOSED the public hearing DETERMINED the cost of all abatement work and all administrative costs to be $10,818.32 ORDERED the itemized report confirmed and DIRECTED that it be filed with the Clerk of the Board of Supervisors. ORDERED the costs to be specially assessed against the above-reference property and AUTHORIZED the recordation of a Notice of Abatement Lien. ATTACHMENTS Itemized Abatment Costs Before and After Photos CONTRA COSTA COUNTY DATE: December 17, 2018 TO: Clerk of the Board FROM: Department of Conservation & Development By: Andrew Gomer, Building Inspector I RE: Itemized Report of Abatement Costs The following is an itemized report of the costs of abatement for the below described property pursuant to C.C.C. Ord. Code ' 14-6.428. OWNER: Estate of Mathew Malbrough c/o Joseph Malbrough POSSESSOR: N/A MORTGAGE HOLDER: N/A ABATEMENT ORDERED DATE: August 1, 2018 ABATEMENT COMPLETED DATE: August 13, 2018 SITE ADDRESS: 284 Vernon Ave., Richmond, CA APN#: 409-021-019 PROPERTY DESCRIPTION: Vacant Structure AMOUNT OF ABATEMENT COSTS (CCC ORDINANCE CODE 14-6.428) ITEM EXPLANATION COST Notice to Comply (include first 2 inspections) $ 250.00 Site Visits (3 x @ $100) $ 300.00 Recording Fee $ 17 .00 PIRT (Title Search) $ 150.00 Certified Letter & Regular Mailings $ 21.57 Photos $ 12.00 Contractor(s) hired for abatement $ 9,612.75 Signage $ 25.00 Chain and lock abatement $ 30.00 Final Site Inspection to Confirm Compliance 200.00 Compliance Report and Board Hearing $ 200.00 Total $ 10,818.32 Abatement costs can be paid at or mailed to Department of Conservation and Development, Building Inspection Division, 30 Muir Rd., Martinez, CA 94553. 284 Vernon Ave. Richmond, CA 94801-1803 Before Photos 284 Vernon Ave. Richmond, CA 94801-1803 After Photos RECOMMENDATION(S): OPEN the hearing of the costs of abating a public nuisance on the real property located at 1610 Cypress Ave., Richmond, California, Contra Costa County (APN: 521-062-006) Estate of S. C. Bush, c/o Public Administrator; RECEIVE and CONSIDER the attached itemized report on the abatement costs and any objections thereto from the property owner or other persons with a legal interest in the property; and CLOSE the hearing. DETERMINE the cost of all abatement work and all administrative costs to be $3,048.97. ORDER the itemized report confirmed and DIRECT that it be filed with the Clerk of the Board of Supervisors. ORDER the costs to be specially assessed against the above-reference property and AUTHORIZE the recordation of a Notice of Abatement Lien. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jason Crapo 925-674-7722 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: D. 6 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:January 22, 2019 Contra Costa County Subject:Cost Confirmation Hearing for Real Property Located at: 1610 Cypress Ave., Richmond, CA 94805 FISCAL IMPACT: No net fiscal impact. The costs as determined above will be added to the tax roll as a special assessment on this property and will be collected at the same time and in the same manner as ordinary County taxes are collected. BACKGROUND: Contra Costa County Ordinance Code Article 14-6.4 and California Government Code Section 25845 authorize the recovery of abatement costs in public nuisance cases, the recordation of a Notice of Abatement Lien, and inclusion of abatement costs on the tax roll as a special assessment, upon approval of the Board of Supervisors. The Notice and Order to Abate was posted on the above-referenced property in an unincorporated area east of the City of Richmond for a vacant structure with overgrown weeds over 18 inches, improper storage of a boat and an abandoned vehicle on the property and was serviced on the property owner and all person known to be in possession of the property by certified mail on August 22, 2018. The property owner did not file an appeal of the Notice and Order to Abate. The County Abatement Officer abated the nuisance on October 29, 2018. The property owner was billed for the actual cost of the abatement and all administrative costs. The bill was sent by first-class mail to the property owner on November 2, 2018. The property owner did not pay the bill within 45 days of the date of mailing. Notice of this Cost Hearing was sent to the property owner by certified mail by the Clerk of the Board. For proof of service, see Clerk of the Board at 651 Pine Street, Room 106, Martinez, CA. CONSEQUENCE OF NEGATIVE ACTION: If not approved, the County will not be able to recover costs for abatement on code violations for this property. CHILDREN'S IMPACT STATEMENT: CLERK'S ADDENDUM CLOSED the pulic hearing DETERMINED the cost of all abatement work and all administrative costs to be $3,048.97. ORDERED the itemized report confirmed and DIRECT that it be filed with the Clerk of the Board of Supervisors. ORDERED the costs to be specially assessed against the above-reference property and AUTHORIZED the recordation of a Notice of Abatement Lien. ATTACHMENTS Itemized Abatement Costs Before and After Photos CONTRA COSTA COUNTY DATE: December 18, 2018 TO: Clerk of the Board FROM: Department of Conservation & Development By: Andrew Gomer, Building Inspector I RE: Itemized Report of Abatement Costs The following is an itemized report of the costs of abatement for the below described property pursuant to C.C.C. Ord. Code ' 14-6.428. OWNER: Estate of S.C. Bush, c/o Public Administrator POSSESSOR: N/A MORTGAGE HOLDER: N/A ABATEMENT ORDERED DATE: August 22, 2018 ABATEMENT COMPLETED DATE: October 29, 2018 SITE ADDRESS: 1610 Cypress Ave., Richmond, CA APN#: 521-062-006 PROPERTY DESCRIPTION: Vacant Structure AMOUNT OF ABATEMENT COSTS (CCC ORDINANCE CODE 14-6.428) ITEM EXPLANATION COST Notice to Comply (include first 2 inspections) $ 250.00 Site Visits (5 x $100 @) $ 5 00.00 Recording Fee $ 17.00 PIRT (Title Search) $ 150.00 Certified Letter & Regular Mailings $ 21.57 Photos $ 10.00 Contractor hired for abatement $ 1,700.40 Final Site Inspection to Confirm Compliance 200.00 Compliance Report and Board Hearing $ 200.00 Total $ 3,048.97 Abatement costs can be paid at or mailed to Department of Conservation and Development, Building Inspection Division, 30 Muir Rd., Martinez, CA 94553. 1610 Cypress Ave. Richmond, CA 94805-1610 Before Photos 1610 Cypress Ave. Richmond, CA 94805-1610 After Photos RECOMMENDATION(S): 1. OPEN a hearing on the adoption of Ordinance No. 2019-02, authorizing the levy of an increased special tax for extended police protection services in County Service Area (CSA) P-5, in the unincorporated area of Round Hill, and Resolution No. 2019/5, directing the ordinance to be presented to the CSA P-5 voters for approval in a May 7, 2019, mail-ballot election; CONSIDER oral and written comments received; and CLOSE the hearing. 2. ADOPT Ordinance No. 2019-02. 3. ADOPT Resolution No. 2019/5. FISCAL IMPACT: The approximate $7,000 cost of the election will be paid from ad valorem property tax revenues previously allocated to CSA P-5. If approved by the voters, the parcel tax is expected to generate approximately $104,486 annually in additional revenue to support extended police protection services in the defined area. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jen Quallick, (925) 957-8860 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: D. 7 To:Board of Supervisors From:Candace Andersen, District II Supervisor Date:January 22, 2019 Contra Costa County Subject:HEARING TO CONSIDER ADOPTION OF PROPOSED SPECIAL TAX ORDINANCE AND AUTHORIZE ELECTION TO OBTAIN VOTER APPROVAL BACKGROUND: The CSA P-5 Citizens Advisory Committee is proposing that a special tax measure be submitted to the voters of CSA P-5 in a mail-ballot election on May 7, 2019. The purpose of the tax is to generate revenue for police protection services within the county service area. Currently, CSA P-5 reserve funds are being used to supplement $242,850 in annual special tax revenues to pay for two resident deputy sheriffs and maintenance of one patrol car. The Citizens Advisory Committee determined that additional tax revenue is needed to continue funding the existing level of service. Under the proposal, special taxes levied within the area would be increased by $140 per parcel beginning in fiscal year 2019/20. Proposed Ordinance No. 2019-02 would increase the CSA P-5 special taxes to a maximum of $932 per parcel for parcels used for commercial recreational purposes and to a maximum of $470 per parcel for all other parcels. The current tax rates being levied by the Board are a maximum of $792 per parcel for parcels used for commercial recreational purposes, and a maximum of $330 per parcel for all other parcels. If adopted by the Board, Ordinance No. 2019-02 would become effective only if it is presented to the voters of CSA P-5 at an election, and receives the approval of two-thirds of the voters voting on the measure. Resolution No. 2019/5 would direct Ordinance No. 2019-02 to be presented to the CSA P-5 voters for approval in a May 7, 2019, mail ballot election, and provides appropriate ballot language. The resolution also directs the County Clerk, Elections Division, to conduct the election. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not take the recommended actions before the February 8, 2019, deadline to place measures on the May 7, 2019, mail ballot, the proposed tax measure could not be submitted to CSA P-5 voters for consideration on May 7, 2019. CLERK'S ADDENDUM CLOSED the hearing. ADOPTED Ordinance No. 2019-02, authorizing the levy of an increased special tax for extended police protection services in County Service Area (CSA) P-5, in the unincorporated area of Round Hill, and Resolution No. 2019/5, directing the ordinance to be presented to the CSA P-5 voters for approval in a May 7, 2019, mail-ballot election. AGENDA ATTACHMENTS Resolution 2019/5 Ordinance No. 2019-02 Confirmation of Scheduled Publication MINUTES ATTACHMENTS signed Res. 2019/5 signed Ordinance 2019-02 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 01/22/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/5 IN THE MATTER OF AUTHORIZING AN INCREASED SPECIAL TAX FOR POLICE PROTECTION SERVICES IN COUNTY SERVICE AREA P-5 (ROUND HILL) WHEREAS, this Board recognizes the need for increased police protection services in County Service Area P-5 and the difficulty of funding the current or increased level of services with revenues now available; and WHEREAS, Government Code sections 25215.2, 50077 and 53978 establish procedures for voter authorization of an increased special property tax in order to provide additional funding for police protection, NOW, THEREFORE, BE IT RESOLVED THAT: 1. Ordinance No. 2019-02, adopted this date, is to be presented for approval of the voters of County Service Area P-5 in a May 7, 2019, mail-ballot election, according to the following ballot proposition: "Shall County of Contra Costa Ordinance No. 2019-02 be approved to authorize an increase in the special tax on property located in County Service Area P-5 by $140 per parcel, from a maximum of $792 to a maximum of $932 annually for parcels used for commercial recreational purposes, and from a maximum of $330 to a maximum of $470 annually for all other parcels, to provide additional funding for police protection services?" 2. The Contra Costa County Registrar of Voters is designated as the Election Official for this election, and the County Clerk, Elections Division, is hereby authorized and directed to provide all notices and take all other actions necessary to holding the election described in this resolution including, but not limited to, providing notices of times within which arguments for and against are to be submitted. 3. The County Administrator, or his designee, shall serve as the Eligible Filer for purposes of filing necessary documents with the Elections Official to facilitate listing of the above ballot proposition. Contact: Jen Quallick, (925) 957-8860 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: 1 ORDINANCE NO. 2019-02 ORDINANCE NO. 2019-02 (Uncodified) (An Ordinance of the Board of Supervisors of Contra Costa County) Authorizing a Special Tax for Police Protection Services in County Service Area P-5 The Contra Costa County Board of Supervisors ORDAINS as follows: ARTICLE I. PURPOSE AND INTENT. It is the purpose and intent of this Ordinance to authorize the levy of a tax on parcels of real property on the secured property tax roll of Contra Costa County that are within Contra Costa County Service Area No. P-5 in order to augment funding for police protection. This tax is a special tax within the meaning of Section 4 of Article XIIIA of the California Constitution. Because the burden of this tax falls upon property, this tax also is a property tax, but this tax is not determined according to nor in any manner based upon the value of property; this tax is levied on a parcel and use of property basis. Insofar as not inconsistent with this Ordinance or with legislation authorizing special taxes and insofar as applicable to a property tax that is not based on value, such provisions of the California Revenue and Taxation Code and of Article XIII of the California Constitution as relate to ad valorem property taxes are intended to apply to the collection and administration of this tax (Article IV of this Ordinance), as authorized by law. The revenues raised by this tax are to be used solely for the purposes of obtaining, furnishing, operating, and maintaining police protection equipment or apparatus, for paying the salaries and benefits of police protection personnel, and for such other police protection service expenses as are deemed necessary. ARTICLE II. DEFINITIONS. The following definitions shall apply throughout this Ordinance. 1. “Parcel” means the land and any improvements thereon, designated by an assessor's parcel map and parcel number and carried on the secured property tax roll of Contra Costa County. For the purposes of this Ordinance, parcel does not include any land or improvements outside the boundaries of County Service Area P-5 nor any land or improvements owned by any governmental agency. 2. “Fiscal year” means the period of July 1 through the following June 30. 3. “Contra Costa County Service Area P-5” (hereinafter called “Service Area”) means that portion of the unincorporated area of Contra Costa County located within the Service Area’s boundaries. 2 ORDINANCE NO. 2019-02 4. “Commercial recreational” use means a use of property where dues and/or fees are paid in order to use a recreational facility. Property used for commercial recreational purposes includes, but is not limited to, (a) parcels with private recreational facilities such as golf courses, swimming pools and clubs; and (b) privately owned common areas that serve or support such facilities, including private roads. ARTICLE III. AMOUNT AND LEVY OF TAXES. 1. The tax per year on each parcel in the Service Area shall not exceed the amount applicable to the parcel as specified below. a. Parcels not used for commercial recreational purposes. Except as provided in Article III.1.b. below, the tax on each parcel in the Service Area shall be a maximum of $470 for each fiscal year. Prior to the end of each July, the Board of Supervisors of Contra Costa County shall levy taxes upon the parcels in the Service Area for the then current fiscal year in amounts not exceeding the above-listed maximum per parcel. b. Parcels used for commercial recreational purposes. The tax on each parcel in the Service Area used for commercial recreational purposes shall be a maximum of $932 for each fiscal year. Prior to the end of each July, the Board of Supervisors of Contra Costa County shall levy taxes upon the parcels in the Service Area for the then current fiscal year in amounts not exceeding the above-listed maximum per parcel. 2. The taxes levied on each parcel pursuant to this Article shall be a charge upon the parcel and shall be due and collectible as set forth in Article IV, below. A complete listing of the amount of taxes on each parcel shall be maintained by the Sheriff-Coroner of the County of Contra Costa at Martinez, California, and be available for public inspection during the remainder of the fiscal year for which such taxes are levied. ARTICLE IV. COLLECTION AND ADMINISTRATION. 1. Taxes as Liens Against the Property. The amount of taxes for each parcel each year shall constitute a lien on such property in accordance with Revenue and Taxation Code section 2187, and shall have the same effect as an ad valorem real property tax lien until fully paid. 3 ORDINANCE NO. 2019-02 2. Collection. The taxes on each parcel shall be billed on the secured roll tax bills for ad valorem property taxes and shall be due the County of Contra Costa. Insofar as feasible and insofar as not inconsistent with this Ordinance, the taxes are to be collected in the same manner in which the County collects secured roll ad valorem property taxes. Insofar as feasible and insofar as not inconsistent with this Ordinance, the times and procedure regarding exemptions, due dates, installment payments, corrections, cancellations, refunds, late payments, penalties, liens, and collections for secured roll ad valorem property taxes shall be applicable to the collection of this tax. Notwithstanding anything to the contrary in the foregoing, as to this tax: (1) the secured roll tax bills shall be the only notices required for this tax, and (2) the homeowners and veterans exemptions shall not be applicable because such exemptions are determined by dollar amount of value. 3. Costs of Administration by the County. The reasonable costs incurred by the County officers collecting and administering this tax shall be deducted from the collected taxes. ARTICLE V. ACCOUNTABILITY MEASURES. 1. Account. Upon the levy and collection of the tax authorized by this Ordinance, an account shall be created into which the proceeds of the tax will be deposited. The proceeds of the tax authorized by this Ordinance shall be applied only to the specific purposes identified in this Ordinance. 2. Annual Report. An annual report that complies with the requirements of Government Code section 50075.3 shall be filed with the Board of Supervisors of Contra Costa County no later than January 1 of each fiscal year in which the tax is levied. ARTICLE VI. SEVERABILITY CLAUSE. If any article, section, subsection, sentence, phrase of clause of this Ordinance is for any reason held to be invalid, such decision shall not affect the validity of the remaining portion of this Ordinance. The voters within the Service Area hereby declare that they would have adopted the remainder of this Ordinance, including each article, section, subsection, sentence, phrase or clause, irrespective of the invalidity of any other article, section, subsection, sentence, phrase or clause. 4 ORDINANCE NO. 2019-02 ARTICLE VII. EFFECTIVE DATE. This Ordinance shall take effect immediately upon its confirmation by two-thirds of the voters voting within the Service Area in an election to be held on May 7, 2019, so that taxes shall first be collected hereunder for the tax year beginning July 1, 2019. This Ordinance supercedes Ordinance 2000-38 in its entirety to allow the leveraging of the increased amount of taxes commencing July 1, 2019. PASSED AND ADOPTED at a regular meeting of the Board of Supervisors, County of Contra Costa, State of California, on January 22, 2019, by the following vote: AYES: NOES: ABSENT: ABSTAIN: ATTEST: DAVID J. TWA, Clerk of the Board of Supervisors and County Administrator By: Deputy Chair of the Board of Supervisors [SEAL] LW/ H:\Ordinances\Ord.2019-02.docx RECOMMENDATION(S): ADOPT Resolution No. 2019/30, approving the Northern Waterfront Strategic Action Plan, accepting the Northern Waterfront Conceptual Framework for Human Capital report, and authorizing the Director of the Department of Conservation and Development, or his designee, to negotiate a Memorandum of Understanding or similar agreement with the Northern Waterfront partners for the Board's approval at a future date, in order to implement recommendations in the plans. FISCAL IMPACT: The Strategic Action Plan and Conceptual Framework were funded by a General Fund allocation for the Northern Waterfront Economic Development Initiative in 2017. From that original $500,000 allocation for studies, after funding these two and the programed County share of the short-line rail feasibility study, approximately $237,000 remains. Staff plans to request Board approval for using the remaining funds to implement projects at upcoming meetings. There is no new funding request at this time. BACKGROUND: The Northern Waterfront Economic Development Initiative (NWEDI) covers the historic industrial northern part of the County, from Hercules to Brentwood, between Highway 4 and the Bay/Delta, and was first approved as a County work program in 2013. The NWEDI has oversight from the Northern Waterfront APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Amalia Cunningham, 925-674-7869 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: D. 8 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:January 22, 2019 Contra Costa County Subject:Northern Waterfront Economic Development Initiative Strategic Action Plan BACKGROUND: (CONT'D) Ad Hoc Committee (Committee) of the Board of Supervisors, which meets as needed. At the direction of the County, two plans have been completed, and are coming forward to the Board today. The Strategic Action Plan (SAP) by Craft Consulting has been in development for about a year, building on the larger NWEDI process, with extensive public involvement from a variety of stakeholders. The Northern Waterfront Conceptual Framework for Human Capital report was completed in mid-2018 by Emerald HPC International. It was a detailed review of the people and partnerships needed for mission-aligned workforce programs in the Northern Waterfront, focusing on the East Contra Costa sub-region as the first pilot. The two documents are intended to be complementary, with the SAP focused on what government agencies can do, and the Conceptual Framework as a guide for the non-profit and philanthropic sectors supporting the workforce. The full SAP (Attachment A) has a Vision Statement of "Healthy, vibrant communities with quality job opportunities for all residents in an environmentally sustainable, globally-competitive regional economy." The SAP provides an overall blueprint for future economic growth in the region, helping to coordinate actions and track progress on the ground toward the shared goals. It builds on five broad target industries related to advanced manufacturing to identify specific actions which the County and seven city partners can implement individually or collectively. The SAP codifies many ideas raised since the inception of the Northern Waterfront Initiative, as well as many actions successfully underway already in one or more partner cities. The cities are also being asked to formally approve the SAP after the Board. Because the SAP lays out a jobs strategy for a sustainable future, many of the actions are replicable in other parts of the County, not just the Northern Waterfront. The SAP specifically addresses job retention and creation in the 21st century; it is intended to complement, not replace, each agency’s existing policy documents. In the case of the County, the SAP does not replace either the General Plan or Climate Action Plan; both those documents contain many important goals dovetailing with the SAP’s focus on “clean and green” jobs and they are both adding more over time. One example is a County-initiated General Plan Amendment approved by the Board of Supervisors on December 4, 2018, which requires new large commercial or industrial buildings to incorporate emissions reductions measures. There is a need for a more structured arrangement among the partners to facilitate collaborative actions and/or pooling funds. The partner cities and County staff will be convening as a working group to implement the SAP, beginning with developing a Memorandum of Understanding (MOU) document that is the necessary tool to implement the SAP. The MOU will allow the partners to move forward with the SAP’s menu of options by pre-approving a process for future joint participation in the NWEDI projects as a full set or subset of eight agencies. The MOU will come forward for approval by each governing board when a draft is complete. A few examples of the type of projects that may be contemplated in the MOU include an East Contra Costa marketing plan, a NWEDI opportunity sites website, and a sub-regional goods movement study. Ongoing governing structure of the NWEDI will also be discussed as part of the MOU. The Conceptual Framework for Human Capital (Attachment B) was conceived as a blueprint for deepening the partnerships needed to support full participation in the workforce among historically underserved communities. It also improves the understanding of the workforce characteristics of the local residents, many of whom are highly-educated, skilled professionals. East Contra Costa receives a special focus in the report, which incorporates in-depth interviews with all the key stakeholders working in the NWEDI area on human capital issues. The Board is being asked to accept it rather than approve it because in many ways its implementation lives outside the County government, among the many high-quality partners who serve workforce needs in the region. It was presented in detail to the Committee at its meeting of May 3, 2018. The most recent round of public comments on the SAP were received at the three Committee meetings in 2018; many were addressed where possible in the public review draft presented at December’s meeting. Other comments were reviewed and addressed in a Response to Comments document that was part of that December Committee meeting packet. On December 5, 2018, the Committee recommended approval of the Strategic Action Plan with a few additional edits based on comments heard at that meeting, which have been added, acceptance of the Conceptual Framework, and continuing on with an MOU and implementing projects, to the full Board. At the December meeting, the Committee discussed the tentative plan to hold a Northern Waterfront forum this spring, to mark the launch of the implementation phase in coordination with the cities. The working group and additional partners will be developing the plan for the event, and more information will be forthcoming to the Board soon. Additionally, because the planning documents are lengthy and not oriented to laypeople, staff is working in-house on a user-friendly "magazine" type handout that will explain what the Northern Waterfront Initiative is all about, for distribution in the community. While not finalized, the latest draft of the magazine is included for the Board's reference as Attachment D. CONSEQUENCE OF NEGATIVE ACTION: If the SAP is not approved, the Northern Waterfront Economic Development Initiative work will continue but in a less organized, mission-driven way, slowing implementation and results. CHILDREN'S IMPACT STATEMENT: It is intended that the Strategic Action Plan will give today's children more options for living-wage jobs closer to their communities of residence, improving their quality of life as adults in the workforce. CLERK'S ADDENDUM Public speakers: Doug Sibley, Marti Roach, Jan Warren, Eric Rehn, Kristin Connelly, Vin Rover. AGENDA ATTACHMENTS Resolution 2019/30 Attachment A: Strategic Action Plan Attachment B: Conceptual Framework for Human Capital Attachment C: Presentation for 1/22/19 Board Meeting Attachment D: Northern Waterfront Handout MINUTES ATTACHMENTS signed Res. 2019/30 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 01/22/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/30 In the Matter of: THE NORTHERN WATERFRONT ECONOMIC DEVELOPMENT INITIATIVE WHEREAS, on February 26, 2013, the Board authorized the Department of Conservation and Development to begin research, analysis, and community outreach to support the jobs-oriented revitalization of the "Northern Waterfront" of Contra Costa County between Highway 4 and the San Joaquin River; and WHEREAS, since that time, significant work has been completed under the auspices of the Northern Waterfront Ad Hoc Committee of the Board of Supervisors; and WHEREAS, all the cities along Highway 4 - Hercules, Martinez, Concord, Pittsburg, Antioch, Oakley, and Brentwood - are partners along with the County; and WHEREAS, the consultant work to prepare a Strategic Action Plan, launching the implementation phase of the initiative, is complete; and WHEREAS, the consultant work to prepare a report spotlighting the Conceptual Framework for Human Capital elements of the initiative is complete; and WHEREAS, the Department of Conservation and Development recommends continuing on to embark on joint economic development activities with the partner cities under the auspices of a Memorandum of Understanding, which will return to the Board for approval at a later date. NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors approves the Strategic Action Plan for the Northern Waterfront, and accepts the Conceptual Framework for Human Capital. BE IT FURTHER RESOLVED that the Board of Supervisors, hereby authorizes and directs the Director, Contra Costa County Department of Conservation and Development, or his designee, to carry out economic development implementation activities to support the Northern Waterfront in line with the recommendations in these plans, including negotiating a Memorandum of Understanding with the partner cities to return to the Board for approval. Contact: Amalia Cunningham, 925-674-7869 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Northern Waterfront Economic Development Initiative 1 Strategic Action Plan January 8, 2019 Northern Waterfront Economic Development Initiative Strategic Action Plan January 8, 2019 Northern Waterfront Economic Development Initiative 0 Strategic Action Plan January 8, 2019 ACKNOWLEDGEMENTS This strategic action plan was produced under the direction of the Northern Waterfront Economic Development Ad Hoc Committee of the Contra Costa County Board of Supervisors and the Contra Costa County Department of Conservation and Development. We would like to thank the present and former County staff for their time, guidance and contributions to this report. We would also like to acknowledge the contributions of the Cities of Hercules, Martinez, Concord, Pittsburg, Antioch, Oakley, and Brentwood; Workforce Development Board of Contra Costa County; and the East Bay Leadership Council. These agencies and organizations provided valuable input and facilitation of business engagement throughout the process. Contra Costa County Board of Supervisors Northern Waterfront Ad Hoc Committee Federal Glover, District 5 Supervisor Diane Burgis, District 3 Supervisor Mary Piepho, former District 3 Supervisor & Ad Hoc Committee member Craft Consulting Group Gary W. Craft, Managing Principal Kevin Stichter, Economic Analyst CONTENTS 1. Introduction .................................................................................... 1 a. Purpose ............................................................................................................ 1 b. Background ................................................................................................... 2 c. Community Development & Human Capital ............................... 3 d. Transitioning to Advanced Manufacturing .................................... 3 e. Challenges ...................................................................................................... 3 2. Economic Development Strategy ................................................ 4 a. Cluster Approach ........................................................................................ 4 b. Guiding Principals ...................................................................................... 4 c. Strategic Direction ..................................................................................... 5 i) Vision ....................................................................................................... 5 ii) Mission Statement ............................................................................ 5 iii) Goals & Objectives ........................................................................... 5 d. Actions ....................................................................................................... 6 i) Business Environment & Competitiveness .......................... 6 ii) Talent Development ....................................................................... 8 iii) Business Vitality/Cluster Development .............................. 10 iv) Entrepreneurship & Innovation ............................................... 12 v) Target Industry Attraction ........................................................ 13 4. Implementation Plan .................................................................. 14 5. Monitoring Success .................................................................... 20 6. Appendix: Manufacturing Details, Cluster Profiles, and Notes .............................................................................................. 22 Northern Waterfront Economic Development Initiative 1 Strategic Action Plan January 8, 2019 INTRODUCTION Historical Context Contra Costa’s Northern Waterfront extends 55-miles along the shoreline of the Carquinez Straits and Suisun Bay to the confluence of the Sacramento-San Joaquin Rivers, parallel to SR 4. The cities of Hercules, Martinez, Concord, Pittsburg, Antioch, and Oakley are located along the Northern Waterfront, as are the unincorporated communities of Rodeo, Crockett, Port Costa, Clyde, Pacheco, and Bay Point. This region originally served as a shipping point for wheat and other agricultural products grown in Contra Costa County. Fruit, nuts and vegetables were also processed, packed, and shipped to market. While California grew rapidly following the discovery of gold in the Sierra foothills, the “true wealth in California was often found in the goods and food produced in Contra Costa” - primarily by industries located along its northern shoreline.1 Initially, agriculture related jobs were the primary source of employment, but industrial development came early, beginning in the late 1800s, attracted by access to water transportation, inexpensive land, and cheap power.2 Companies such as Redwood Manufacturing, Selby Smelting & Lead, Union Oil, Mountain Copper, Hercules Powder Works, California Fruit Packers, C&H Sugar, and Columbia Steel built processing facilities along the shoreline that produced explosives, chemicals, petroleum, sugar, cement, lumber, silver, lead, and steel products. These resource-based industries formed the basis of the Northern Waterfront’s economy during the late-19th and early-20th centuries. Manufacturing grew to become the dominant employment sector in the early 1900s. By 1962, almost 40% of the county’s workforce was employed in manufacturing. Today less than 6% of the workforce is employed in the manufacturing sector. Contra Costa’s economy has undergone several transformations over the years, moving from its initial agriculture base to manufacturing then suburban development with residential subdivisions, retail shopping centers, and office parks.3 As manufacturing employment declined, the Northern Waterfront was left with an older built environment, aging infrastructure, and pockets of poverty with above-average unemployment. Over the past several decades manufacturing employment has continued to decline. Between 2001 and 2011 approximately 45 establishments, mostly small businesses with less than 50 employees, closed their doors or moved out of the area. In the post-recession period, the Northern Waterfront has seen a net gain in new businesses. Purpose Although the Northern Waterfront has attracted new business investment, transitioning from an economy based on heavy industry to a sustainable economy based on advanced manufacturing, innovation, and new technologies remains a work in progress. While traditional manufacturing employment has been declining, new opportunities are emerging. The Northern Waterfront is uniquely positioned to take advantage of emerging trends in the advanced manufacturing sector, attracting job growth based on 21st century occupations and technologies. Local governments recognize the need to expand and diversify their economic base, increase employment opportunities for local residents, strengthen their tax base, and improve the quality of life for residents. In positioning the region to attract new business investment a number of challenges exist, including aging infrastructure, a complex regulatory environment, and a lack of modern manufacturing facilities. The NWEDI provides a vehicle for residents, community organizations, local governments, educational institutions, workforce training providers, and private industry to engage in a meaningful dialogue about the issues, goals, actions, and capacity building that would best serve economic development objectives for the region. To address specific opportunities and challenges, this Strategic Action Plan (SAP) proposes to build upon the region’s assets and competitive advantages to create long-term prosperity. The SAP is intended to complement the county and cities’ Climate Action Plans and Housing Elements. By working together, local policy makers can position the Northern Waterfront as a competitive 21st century economic asset that attracts innovative companies creating advanced manufacturing jobs for local residents in new emerging growth industries. Northern Waterfront Economic Development Initiative 2 Strategic Action Plan January 8, 2019 Evolution of the Initiative On February 26, 2013, the Contra Costa County Board of Supervisors authorized the Department of Conservation and Development (DCD) to begin working on an initiative to promote economic development along the Northern Waterfront by collaborating with a broad spectrum of stakeholders to understand the current and emerging trends and issues affecting economic development in the region. At a Board meeting on April 4, 2013, DCD staff recommended that the Board of Supervisors approve a map establishing the boundaries for a Northern Waterfront study area and a proposed work program and timeline. The Northern Waterfront study area included several unincorporated communities (Rodeo, Crockett, Port Costa, Pacheco, and Bay Point) and six cities (Hercules, Martinez, Concord, Pittsburg, Antioch, and Oakley). To provide oversight for the Northern Waterfront Economic Development Initiative (NWEDI) the Board of Supervisors established an ad hoc committee composed of two Board members whose districts constituted the Northern Waterfront study area. The ad hoc committee has met on a periodic basis to receive updates about the project’s status and obtain public input.4 The overall effort was supported and managed by DCD staff. A Work Group was formed, which was comprised of staff from the six cities and the county to guide the technical analysis. The Work Group met regularly over a period of nine months, leading up to a Public Forum held on January 10, 2014 with over 400 individuals in attendance representing business, labor, environmental, public safety, economic and workforce development, education, and community based organizations. Following the Public Forum, the Work Group continued to meet periodically to receive input, exchange ideas, and provide guidance regarding the NWEDI. The county and cities, with the goal of developing a strategic action plan for the Northern Waterfront economy, adopted resolutions supporting regional collaboration efforts. The DCD, East Bay Leadership Council, and Workforce Development Board of Contra Costa County held meetings over a 12-month period where interested parties were able to attend and participate in discussions focused around eight policy areas, which included regulatory environment, infrastructure investment, quality of life, workforce development, small business assistance, financial incentives, regional branding & marketing, and cluster development and innovation. In addition, meetings were held over a three-year period with various community and business groups, environmental organizations, local residents, technical experts, Municipal Advisory Council’s (MAC’s), economic and workforce development organizations, and regional planning agencies to raise awareness about the NWEDI and to solicit input for the development of a strategic action plan (SAP). DCD staff met with various regional agencies regarding the NWEDI, including the Metropolitan Transportation Commission (MTC), Association of Bay Area Governments (ABAG), Contra Costa Transportation Authority (CCTA), Bay Conservation and Development Commission (BCDC), U.S. Environmental Protection Agency (EPA), and the U.S. Economic Development Administration (EDA). These community outreach efforts have served as an important tool to identify issues and concerns, establish goals and objectives, and discuss a common vision for economic development along the Northern Waterfront. On July 18, 2017, the County Board of Supervisors unanimously approved a scope of work and budget for Phase 2 of the NWEDI, including the development of a strategic action plan. On-going community outreach efforts have provided additional opportunities for local residents and stakeholders to engage in meaningful conversations about the goals and actions that would best serve economic development objectives for the Northern Waterfront. In early 2018 the City of Brentwood joined the NWEDI and meetings were held with city and county economic development staffs and city managers within the Northern Waterfront to move the Initiative forward with preparation of an economic development strategic action plan. Northern Waterfront Economic Development Initiative 3 Strategic Action Plan January 8, 2019 Community Development and Human Capital Social, community, and human capital development must be a core part of any economic development strategy. Investing in human capital is the most effective way of promoting economic growth and distributing its benefits more broadly and equitably. Improving worker’s skills enhances labor market outcomes in the form of higher employment rates and earnings and in promoting social mobility. In the long run, investing in worker’s skills is far less costly than paying the price of poorer health, lower incomes, unemployment and social exclusion – all of which are closely tied to lower skills. Promoting high quality, affordable education and workforce development plays a crucial role in expanding access to economic opportunity and social mobility for lower-income individuals. Although economic development and community development start from different perspectives, they share a common goal: to strengthen communities by improving the opportunities for all people to productively engage in the regional economy. The hallmark of a truly prosperous regional economy is one where the benefits and opportunities of that prosperity are broadly available to many of those within it.5 While human capital elements are woven in throughout this SAP’s goals and objectives, it receives the spotlight in a companion report, commissioned as part of the NWEDI work program in 2017-18.6 The Northern Waterfront Economic Development Initiative Conceptual Framework – Community and Human Capital Development Strategy complements NWEDI efforts by supporting human capital and community development through the expansion of existing small businesses and investment in small business incubation, resident workforce training and job placement, and strategic regional partnerships to reach hard to serve populations and increase equitable access to employment opportunities and participation in the local economy. Transitioning to Advanced Manufacturing The future of the Northern Waterfront lies not in the low skilled, labor–intensive, mature industries of the past, but in transitioning to new emerging industries where the region can capitalize on advanced manufacturing processes, product innovation, and a highly skilled workforce that will enable local firms to thrive in a new era of global competition. "No region in decline has ever reversed its fortunes without growth in the advanced manufacturing sector."7 In Retooling for Growth, national experts present a new framework and innovative policy solutions to sculpt a sustainable and supportable economy for older industrial areas.8 The convergence of market forces, new technologies, and public policies presents a unique opportunity for the Northern Waterfront to diversify its manufacturing base by attracting new emerging industries (see Target Industries in the Appendix) in clean technology, advanced vehicle technologies, aerospace, and biomedical/life sciences, creating quality jobs for local residents and building a stronger more robust economy. Challenges While the Northern Waterfront offers a number of competitive advantages for advanced manufacturing, there are also some challenges. A 2013 survey of local manufacturers identified several constraints: 1) most small manufacturing firms are in need of financing and marketing assistance, 2) the lack of trained workers limits their ability to expand, 3) high utility costs, rental rates, and land and building costs increase operating cost, and 4) the regulatory environment increases the time, cost, and uncertainty associated with development approvals. In addition, pressure from residential developers for the conversion of industrial zoned land to residential uses increases land prices and makes it difficult for manufacturers to find locations that are buffered from nearby residential areas. When residential land and public facilities such as schools and hospitals are located adjacent to or in proximity to manufacturing facilities conflicts arise such as truck traffic, noise, glare, noxious odors, and other environmental issues. Challenges also include the lack of an efficient regional transportation network that is connected to the Interstate highway system to facilitate goods movement. In order to be competitive, manufacturers along the Northern Waterfront must be able to move raw materials and finished products in and out of the region without delays due to congestion and construction. These constraints must be addressed in order for the Northern Waterfront to truly become a 21st century economic asset. Northern Waterfront Economic Development Initiative 4 Strategic Action Plan January 8, 2019 ECONOMIC DEVELOPMENT STRATEGY An Industry Cluster Approach In order to enhance the region’s competitiveness, an industry cluster-based strategy focused on enhancing the competitiveness of existing businesses, facilitating new business formation, and attracting new businesses in target industry clusters is proposed. Communities that invest in improving their existing assets and industry clusters tend to have stronger more resilient economies.9 Guiding Principles The Economic Development Strategy is built on five guiding principles to create a more prosperous future for residents, businesses, and communities along the Northern Waterfront. The guiding principles include: 1. Economic Opportunity for Business, Individuals, and Communities a. Create local job opportunities for all residents with career pathways leading to jobs paying livable wages b. Attract clean and green 21st century jobs c. Encourage the development of jobs paying livable wages d. Promote the growth of emerging 21st century industry clusters that are the engines of sustainable economic growth 2. Environmentally Sustainable with the Goal of GHG Reduction a. Respect the environment and improve the quality of life for local residents b. Improve public access to the waterfront c. Adopt placemaking principles that incorporate local community plans and improves the quality of the physical environment 3. Talent Driven a. Develop training programs to improve access to advanced manufacturing jobs b. Develop a pipeline of skilled workers 4. Enhanced Tax Base a. Increase tax revenues and the capacity of local governments to fund public services and infrastructure improvements 5. Collaborative a. Engage in regional collaboration and community partnerships to advance the region’s economic prosperity b. Work with local and regional partners on economic development efforts to create an environment that supports regional job creation Northern Waterfront Economic Development Initiative 5 Strategic Action Plan January 8, 2019 Strategic Direction The Strategic Action Plan sets out a shared vision, realistic goals, and specific strategies that can be implemented over the next 10 years and beyond to grow the regional economy. The Plan serves as a roadmap to guide regional economic development policy, programs, and investment. Ultimately, its success depends on the level of engagement from the county and cities to work together and with their partners in executing the strategies laid out in the Plan. The goals and objectives in the Plan have the potential to move the Northern Waterfront closer to becoming a location of choice for agile, innovative manufacturing companies and regional living wage jobs. Adoption of the Plan’s recommendations will demonstrate the commitment by local governments to revitalize the Northern Waterfront into an environmentally sustainable 21st century economic asset. This in turn will attract private sector investment and encourage manufacturing firms to locate and expand within the region. The Plan is not a substitute for a local agency’s normal master plan process or capital improvement program, but rather fulfills the purpose of coordinating collective action focused on economic development issues of a regional or multi-jurisdictional nature. The Northern Waterfront Economic Development Strategic Action Plan is intended to complement each jurisdiction’s Climate Action Plans and Housing Elements, not supplement or replace them. Vision To build an environmentally sustainable regional economy and communities with equitable access to quality job opportunities and economic participation for all residents. Mission Statement The NWEDI endeavors through collective action to improve the economic prosperity and quality of life for local residents by building and maintaining an environmentally sustainable regional economy that enhances the health and prosperity of local communities, strengthens local tax bases, and supports the growth of 21st century advanced manufacturing firms. Goals & Objectives Five Goals are identified in the Plan, which address: 1) the Business Environment & Competitiveness, 2) Talent Development, 3) Business Vitality/Cluster Development, 4) Entrepreneurship & Innovation, and 5) Target Industry Attraction. The goals are supported by objectives and specific actions that when implemented will help achieve the vision of revitalizing the Northern Waterfront as a vibrant 21st century regional economy. Northern Waterfront Economic Development Initiative 6 Strategic Action Plan January 8, 2019 GOAL #1: DEVELOP A SUSTAINABLE INCLUSIVE REGIONAL ECONOMY Description: The overarching goal of economic development is to create and maintain a strong, vibrant environmentally sustainable economy that improves the overall prosperity of the community by creating equitable access to employment opportunities for all residents, improving the standard of living, and expanding the local tax base.10,11,12 Smart economic development strategies also recognize the value of a high quality of life and a strong sense of place in attracting business investment and a skilled workforce.13 Economic prosperity is also “linked to a region’s ability to prevent, withstand, and quickly recover from major disruptions (i.e., shocks) to its economic base.”14 By helping existing businesses stay competitive, they are more likely to remain in the community and expand. 15,16 Industry Cluster-based strategies are another important tool for strengthening a local economy.17 “Smart, place-based strategies focus not just on producing (or attracting) any job, but generating good-paying jobs in durable industries and ensuring those jobs are directly accessible by workers in adjacent communities.”18 Objective 1.1: Promote a business environment that allows the advanced manufacturing sector to flourish and expand Action 1.1.1: Support the retention and expansion of existing small and medium-sized producers. POTENTIAL ACTION STEPS • Develop a Coordinated Regional Business Retention and Expansion Program to support the growth and expansion of small and medium-sized firms in the manufacturing sector by providing business and technical assistance in the areas of management assistance, marketing, financing, process improvements, supply chain development and management, strategic planning, product design, green manufacturing, export assistance, and workforce training. • Expand the Made in Contra Costa Initiative with a focus on assisting small producers in the Northern Waterfront with business development, marketing, distribution, financing, product improvements, job training, and introductions to subject matter experts and resources to improve their workforce, manufacturing processes, marketing, and performance. • Encourage development of Makerspaces that combine shared facilities and equipment with business assistance and subject matter experts where entrepreneurs can work on product ideas, receive expert advice, build prototypes, and manufacture products on a small scale. The Makers Movement 19 allows entrepreneurs to network and market their products through “maker-fairs”20 and get-togethers. Cities, such as San Leandro, support the Makers Movement in order to attract manufacturers and entrepreneurs to their community. Action 1.1.2: Launch a cluster initiative focused on industries with the greatest potential for expanding the regional economy. POTENTIAL ACTION STEPS • Facilitate Cluster Development by identifying core companies for each target industry, engaging key stakeholders, holding industry meet-ups, supporting industry-led actions, engaging in cluster branding & promotion, providing workforce training, making strategic infrastructure investments, providing business support services, and attracting suppliers, vendors, and service providers in the cluster supply chains. • Encourage Sustainable Industries that emphasize resource efficiency, environmental responsibility, and the reduction and prevention of pollution and waste. Northern Waterfront Economic Development Initiative 7 Strategic Action Plan January 8, 2019 • Actively Recruit New Startups by partnering with local universities and research labs to recruit companies acquiring technology and intellectual property for commercialization from 1) UC Berkeley Haas School of Business 21 2) local accelerators & incubators such as Cyclotron Road, and 3) research labs (LBNL, LLNL, and Sandia National Laboratories). • Leverage Existing Assets such as the GOMENTUM STATION autonomous-vehicle test bed facility in Concord to attract advanced transportation technology companies. Action 1.1.3: Foster an environment that is business friendly and customer service oriented. POTENTIAL ACTION STEPS • Adopt Business Friendly Policies that support business retention and attraction based on best practices.22 • Offer Concierge Services23 to assist existing and new businesses with the permitting and regulatory process, including assistance with other agencies such as the county health department, fire district, utility districts, and other regulatory bodies.24 • Develop Permitting Guides for the county/cities to clearly communicate their regulatory and permitting processes, and requirements. Objective 1.2: Develop Healthy Vibrant Communities that are Safe, Environmentally Sustainable, and Distinctive Action 1.2.1: Expand access to local employment opportunities for all residents. POTENTIAL ACTION STEPS • Consider adopting a uniform First Source Local Hire Policy to encourage the hiring of local residents by new and existing businesses. • Locate Businesses in Industrial Parks that are easily accessible to workers in nearby communities to improve the job/housing balance. Action 1.2.2: Enhance the quality of life of local communities through Placemaking, which contributes to the region’s desirability as a place to live, work, play, learn, and conduct business. POTENTIAL ACTION STEPS • Foster Distinctive Communities with a Strong Sense of Place by identifying and investing in assets and amenities unique to each community. • Protect and Restore Sensitive Wildlife Habitat and Wetlands along the shoreline and major creeks, creating additional wetlands and riparian habitat, improved access, and recreation opportunities. • Develop a Network of Interconnected Trail Systems and Bicycle Routes along the Northern Waterfront to serve the recreational and commute needs of local residents, workers, and visitors. • Increase funding for Code Enforcement Efforts to clean-up and avoid the appearance of blight. Action 1.2.3: Collaborate with local partners and regional agencies to develop a balanced economic base and regional economy. POTENTIAL ACTION STEPS • Develop and implement a Regional Plan for Business Resiliency by working with local and regional agencies and other stakeholders to create a stronger region that is able to withstand and recover quickly from economic dislocations and natural disasters. Northern Waterfront Economic Development Initiative 8 Strategic Action Plan January 8, 2019 GOAL #2: CREATE A GLOBALLY COMPETITIVE WORKFORCE THAT MEETS INDUSTRY NEEDS AND SUPPORTS THE EXPANSION OF THE ADVANCED MANUFACTURING SECTOR Description: Today’s manufacturing jobs require a workforce with different skill sets than those of past eras. Attracting a new generation of skilled, technology savvy workers to the manufacturing sector has become increasingly important with the adoption of advanced manufacturing processes. Over the next decade there will be a loss of skilled workers due to retiring baby boomers. Attracting a new generation with the necessary skills required by employers is a challenge. Local economic development entities, workforce training providers, educators, and industry should collaborate on improving the competency and skill level of the resident workforce, including historically underserved communities and preparing them for in-demand occupations that meet the needs of employers in target industries. Having a robust training program and a pipeline of new entrants will be an important factor in attracting and retaining manufacturing firms and the reduction of poverty and unemployment.25 Objective 2.1: Align Workforce Training with Industry Needs. Action 2.1.1: Develop a robust pipeline of qualified workers with the knowledge and skills for jobs in target industries. POTENTIAL ACTION STEPS • Survey Advanced Manufacturing Firms along the Northern Waterfront to identify workforce needs, skill gaps, and training requirements. • Form industry Partnerships that include private sector companies, the Contra Costa County Workforce Development Board, community colleges, the East Bay Advanced Manufacturing Partnership, the East Bay Biomedical Manufacturing Network, and community based organizations to develop training programs for careers in the advanced manufacturing sector. • Design & Implement a Workforce Recruitment/Job Placement Program to assist businesses with employee recruitment, job placement, and workforce training with a focus on priority hiring of local residents and historically underserved communities. • Expand training opportunities for Up-skilling the Incumbent Workforce, leading to sustainable jobs, higher wages, career advancement, and increased productivity.26 Action 2.1.2: Assist residents and historically underserved communities with employment barriers secure jobs leading to sustainable wages and benefits. POTENTIAL ACTION STEPS • Create Occupational and Soft Skills Training Programs to assist residents with employment barriers acquire the necessary skills leading to middle income careers by providing soft skills training, social services, workforce training, and job placement services needed to connect unemployed and underemployed residents in the region with job opportunities in the manufacturing sector. • Target Job/Skills Training for unemployed and underemployed local residents and young adults with supportive services as needed. Northern Waterfront Economic Development Initiative 9 Strategic Action Plan January 8, 2019 Objective 2.2: Attract and Train the Next Generation of Workers for the Advanced Manufacturing Sector Action 2.2.1: Raise awareness of manufacturing as a viable career choice with emphasis on advanced technologies and career pathways to middle wage jobs. POTENTIAL ACTION STEPS • Develop Manufacturing Career Outreach Programs, such as career expos and informational seminars to expose local residents and young adults at local high schools and community colleges to career opportunities in the advanced manufacturing sector. • Create a Manufacturing Apprenticeship Program, such as a manufacturing institute, internship, or other work-based learning program for high school and college students focused on careers in advanced manufacturing. • Expand Career Technical Education Programs in the manufacturing sector at the secondary and postsecondary levels through regional partnerships and industry associations. • Partner with local community colleges to Establish an Advanced Manufacturing Training Institute. • Expand workforce training programs for local residents and historically underserved communities to help alleviate relatively high rates (compared to Bay Area region averages) of poverty and unemployment along the Northern Waterfront. Northern Waterfront Economic Development Initiative 10 Strategic Action Plan January 8, 2019 GOAL #3: ENHANCE REGIONAL COMPETITIVENESS Description: Having development ready sites with basic infrastructure is the foundation of a competitive regional economy. Infrastructure improvements are needed to support the expansion of the manufacturing sector, including local and regional truck routes, rail access, maritime shipping, broadband internet capacity, electrical power, and sewer/water infrastructure. “The quality of a [community's] infrastructure has a profound effect on its ability to attract development and the success of companies that choose to locate there.”27 Objective 3.1: Strengthen the Northern Waterfront as a Premier Location for Advanced Manufacturing Action 3.1.1: Maintain an adequate supply of industrial zoned land to support employment growth and business expansion and attraction. POTENTIAL ACTION STEPS • Develop an Online Searchable Database and maintain an inventory of industrial zoned land within the Northern Waterfront that includes parcel information, zoning, utilities, and other information required by site selectors, such as demographic, income, and labor force data. The database would include the number and size of parcels, vacant and underutilized sites, zoning, infrastructure capacity, rail service, and deep-water access. • Cleanup & Redevelop Brownfield Sites utilizing U.S. EPA Grant Programs as seed capital. The U.S. EPA Small Business Liability Relief and Brownfield’s Revitalization Act provides grant funding, including revolving loan funds, to inventory, assess, conduct reuse planning studies, and clean-up brownfield sites. • Identify and Designate Prime Industrial Sites As Priority Production Areas for manufacturing and related activities. • Explore the establishment of an Advanced Manufacturing Innovation District 28,29,30 Objective 3.2: Invest in Regional Transportation Infrastructure to Improve Accessibility and Goods Movement Action 3.2.1: Develop a regional multi-modal goods movement system that increases capacity and enhances connectivity in order to move raw materials and finished goods efficiently. POTENTIAL ACTION STEPS • Develop a Multi-modal Goods Movement Plan that outlines a long-range strategy and prioritizes transportation infrastructure improvements for moving goods efficiently, safely, and sustainably within and through the Northern Waterfront. • Secure Funding for Priority Goods Movement Infrastructure Projects 31 by collaborating with key transportation agencies (CCTA, MTC, Caltrans, and others) on the inclusion of regional transportation projects in planning and funding documents. • Align Northern Waterfront Economic Development Priorities with Regional Transportation Plans and Funding Programs, including MTC’s Bay Area Goods Movement Plan and Caltrans’ Goods Movement Action Plan and Freight Mobility Plan. Northern Waterfront Economic Development Initiative 11 Strategic Action Plan January 8, 2019 • Improve Regional Arterials and Goods Movement Networks including Pacheco Blvd., San Pablo Ave., Cummings Skyway, Port Chicago Hwy, Loveridge Road, and Pittsburg-Antioch Hwy to improve access and circulation between employment centers and highway networks to eliminate truck traffic through residential neighborhoods. • Conduct a Short Line Rail Road Feasibility Study that identifies opportunities for improved access to Class I rail lines, facilitates goods movement, eases traffic congestion on regional highways, reduces green house gas emissions, and attracts manufacturers due to the reduced cost and convenience of shipment by rail. • Support the U.S. Army Corps of Engineers (USACE) Dredging Plan and improvements to the Baldwin Shipping Channel. Annual maintenance dredging is required to maintain a channel 300 feet wide and 35 feet deep. Encourage the USACE to complete the necessary feasibility, environmental, and technical studies for deepening the channel to accommodate current and future ships. • Support Investment in Transportation Projects which enhance connectivity, reduce Green House Gasses, and provide alternate commute modes, including access to rail and ferry services such as the Hercules Regional Intermodal Transportation Center (which also has goods movement benefits), and other projects of regional benefit. Objective 3.3: Expand & Upgrade Utility Infrastructure to Support Business Growth Action 3.3.1: Work with utility service providers to improve regional utility infrastructure. POTENTIAL ACTION STEPS • Identify and Prioritize Water and Sewer Infrastructure Projects to support business growth and expansion, including treated water distribution and storage, untreated water supply and transport, water treatment facilities, and water quality and reliability. • Increase the Supply of Advanced Treated Recycled Water available for manufacturing applications. • Upgrade Broadband Infrastructure to improve capacity within the Northern Waterfront. • Explore Funding Mechanisms for Infrastructure Improvements, including the establishment of a Tax Increment Financing District. Objective 3.4: Ensure that the Northern Waterfront Remains Competitive with Other Locations Action 3.4.1: Utilize targeted incentives to support business retention, expansion, and attraction. POTENTIAL ACTION STEPS • Establish a Competitive Economic Development Incentive Program that includes utility rebate/rate reduction programs from PG&E, sales and use tax exclusions, hiring credits, workforce training and job placement programs, FAR bonuses, deferral or waiver of fees, expedited permitting, and business tax exemptions. A variety of incentive programs used by local governments (such as the one offered by the City of Vacaville)32 are available through PG&E, local service districts, the Contra Costa Workforce Development Board, and the Governor’s Office of Business and Economic Development (GO-Biz)33, which can be used to retain and attract manufacturing firms. • Establish and implement an Industrial Development Bond Program by leveraging existing programs offered by the East Bay EDA, CALED, California Infrastructure and Economic Development Bank, and other entities. • Actively market the Contra Costa County Recycling Market Development Zone low interest loan program. Northern Waterfront Economic Development Initiative 12 Strategic Action Plan January 8, 2019 GOAL #4: FACILITATE NEW BUSINESS FORMATION AND ENTREPRENEURSHIP Description: The role of entrepreneurs in creating new businesses is critical to local economic development success.34 Census Bureau data shows that the bulk of net new jobs are created by early-stage companies with fewer than 20 employees. Entrepreneurs face many challenges in launching and growing new businesses and need access to managerial, technical, and financial assistance and resources to support them in their endeavors. Creating a nurturing environment that cultivates and supports entrepreneurs is a key factor in promoting new business formation.35 Objective 4.1: Cultivate an entrepreneurial environment that fosters innovation and new business formation Action 4.1.1: Assist entrepreneurs in launching new businesses. POTENTIAL ACTION STEPS • Create affordable and flexible Shared Co-Workspaces with access to training and mentoring programs. • Investigate the feasibility of establishing an Advanced Manufacturing Incubator/Accelerator for start-up manufacturing firms that provides low-cost space, support services, business assistance, and networking opportunities. • Explore the opportunity for development of a Commercial Kitchen/Food Business Incubator like Kitchen@812 in Pinole. • Investigate the feasibility of Launching a Non-profit Cleantech Accelerator like the Cleantech Open’s startup accelerator, LA Cleantech Incubator 36, or the North Carolina Clean Energy Technology Center. • Actively participate in the East Bay EDA’s Annual Entrepreneurship and Innovation Awards Program. Action 4.1.2: Recruit new startup companies acquiring intellectual property developed by local research institutions. POTENTIAL ACTION STEPS • Proactively work with local university and research lab technology transfer offices in the early stages of a company’s due diligence process to encourage companies and entrepreneurs acquiring locally developed technologies to locate in the Northern Waterfront. • Investigate Opportunities in Emerging Industries such as Unmanned Aerial Vehicles (UAV) and Systems (UAS) manufacturing by leveraging the proximity of county-owned Buchanan and Byron airports, agricultural areas, and construction projects. Northern Waterfront Economic Development Initiative 13 Strategic Action Plan January 8, 2019 Goal #5: ESTABLISH A REGIONAL BRAND IDENTITY TO ATTRACT NEW BUSINESS INVESTMENT Description: Business recruitment/attraction programs communicate a community’s location advantages and help focus economic development efforts on companies in target industries. Place branding highlights the distinctive attributes of a place as a business location based on its assets, location, and characteristics. Successful branding puts a region’s specific attributes and competitive advantages in the context of key site location requirements to attract business and industry that fit into the local economy thereby strengthening existing sectors/clusters rather than attempting to attract businesses that are not complementary.37,38 Place marketing helps to promote “the place’s values and image so that potential users are fully aware of the place’s distinctive advantages.”39 Objective 5.1: Promote the Northern Waterfront as a Premier Location for Advanced Manufacturing Action 5.1.1: Create a Globally Recognized Brand Identity. POTENTIAL ACTION STEPS • Embark upon a Unified Branding Campaign that capitalizes on the Northern Waterfront’s strategic location, proximity to major markets, transportation infrastructure, skilled workforce, industrial zoned land, and other key assets. Action 5.1.2: Increase the external visibility and awareness of the Northern Waterfront. POTENTIAL ACTION STEPS • Develop & implement a Regional Marketing Program aimed at site selectors and corporate executives, to communicate the Northern Waterfront’s strategic advantages and key assets. • Develop Marketing Materials and Tools that include collateral marketing materials focused on target industries. • Create a Regional Economic Development Website with links to individual city/county economic development websites that provides demographic, economic, real estate and other relevant site selection information for businesses. Action 5.1.3: Actively Recruit Advanced Manufacturing Firms in Target Industry Clusters. POTENTIAL ACTION STEPS • Start a Lead Generation Program working with GO-Biz, Industrial Real Estate Brokers, and regional economic development organizations to identify and recruit advanced manufacturing firms in target industries. • Strategically Recruit Businesses in Target Clusters including core companies, supply chain vendors, related and supporting businesses, and specialized service providers to enhance and strengthen existing clusters. • Jointly Participate in Selected Trade Shows and Industry Sponsored Events focused on target industries. • Investigate and pursue opportunities to Attract Foreign Direct Investment by manufacturing firms looking to establish business operations in the Bay Area/California. Northern Waterfront Economic Development Initiative 14 Strategic Action Plan January 8, 2019 Implementation Plan The following Implementation Plan highlights the key activities over the next 10 years that are considered important to the success of the NWEDI. Some actions will take longer to accomplish, but need to be started within the initial term of the SAP. The Implementation Plan includes three major elements: (1) Specific Tasks: what will be done and by whom. (2) Time Horizon: when will it be done, and (3) Resource Allocation and Potential Funding Sources: (i.e., money, staff) needed to carry out the specified tasks and activities. The Implementation Plan also includes expected outcomes that address: 1. Diversification of the regional economy; 2. Providing a foundation that promotes economic prosperity and a good quality of life for local residents; 3. Creating desirable places and economic opportunity; 4. Partnering for success Timeframe Anticipated timeframes required to complete the proposed actions include: • Short Term: tasks that can be accomplished within 12-36 months. • Medium Term: tasks that can be accomplished within a 4-10 year period. • Long Term: tasks that can be accomplished within a 10-20 year period. • Ongoing: activities which are continuous over the term of the Initiative. Northern Waterfront Economic Development Initiative 15 Strategic Action Plan January 8, 2019 IMPLEMENTATION PLAN GOAL #1: DEVELOP A SUSTAINABLE, INCLUSIVE REGIONAL ECONOMY Objectives/Actions Action Steps Budget Estimate Potential Funding Sources Responsible Parties Timeframe for Completion Expected Outcome(s) Where we want to be? What steps must be taken to implement each action? Resources needed to implement this action? How are we going to pay for this action? Who is responsible for taking each action? By when will the action be completed? What can be expected when all action steps are completed? Objective 1.1: Promote a Business Environment that Allows the Advanced Manufacturing Sector to Flourish and Expand Action 1.1.1: > Develop a Coordinated Regional BRE Program > Expand Made in Contra Costa Initiative > Encourage development of Makerspaces Staff and partner time County/Cities SBDC Contra Costa County WDB Lead Agency: County/Cities Supporting Partners: Contra Costa SBDC, Contra Costa County WDB, Manex Short Term Time Line: FY 2019-21 Business growth and an increase in job opportunities Space for local entrepreneurs to prototype and/or build their products Action 1.1.2 > Facilitate Cluster Development > Encourage Sustainable Industries > Actively Recruit Startups from labs > Leverage GoMomentum Station Staff and partner time County/Cities Lead Agency: County/Cities Supporting Partners: Manufacturers, CCTA Local university/research labs Ongoing Time Line: FY 2019+ Cluster awareness, collaboration, and growth New early stage companies Action 1.1.3 > Adopt Business Friendly Policies > Offer Concierge Services > Develop Permitting Guides Staff and partner time County/Cities Lead Agency: County/Cities Supporting Partners: County Health Department Fire Districts/Utility Districts Short Term Time Line: FY 2019-20 Business retention, expansion, and attraction Objective 1.2: Develop Healthy Vibrant Communities that are Safe, Sustainable and Distinctive Action 1.2.1 > Adopt First Source Local Hire Policy > Design & Develop Job Centers Staff Time County/Cities Lead Agency: County/Cities Supporting Partners: Contra Costa County WDB Medium Term Time Line: FY 2019-25 Reduced commuting Increased business investment improved job/housing balance Action 1.2.2 > Foster Distinctive Communities > Protect & Restore Sensitive Habitats > Develop Network of Interconnected Trails > Increase code enforcement efforts Staff and partner time TBD until specific projects are determined County/Cities Regional, State, and Federal Grants Lead Agency: County/Cities Supporting Partners: Public Works Departments, Local environmental groups Ongoing Time Line: FY 2019+ Jobs Increased business investment Improved access and recreation opportunities Action 1.2.3 > Develop Plan for Economic Resiliency Staff and partner time County/Cities Federal EDA Grants Lead Agency: County/Cities Supporting Partners: Regional Planning Agencies Short Term Time Line: FY 2020-21 Ability to recover quickly from economic dislocations Northern Waterfront Economic Development Initiative 16 Strategic Action Plan January 8, 2019 GOAL #2: CREATE A GLOBALLY COMPETITIVE WORKFORCE TO MEET INDUSTRY NEEDS AND SUPPORT THE EXPANSION OF THE ADVANCED MANUFACTURING SECTOR Objectives/Actions Action Steps Estimated Cost Potential Funding Sources Responsible Parties Timeframe for Completion Expected Outcome(s) Where we want to be? What steps must be taken to implement each action? Resources needed to implement this action? How are we going to pay for this action? Who is responsible for taking each action? By when will the action be completed? What can be expected when all action steps are completed? Objective 2.1: Align Workforce Training with Industry Needs Action 2.1.1: > Survey Advanced Manufacturing Firms > Form Industry Partnerships > Design & Implement a Workforce Training/Job Placement Program > Provide Skills Training for Incumbent Workers Staff and partner time Survey: $18,000 Contra Costa County WDB WIOA Funds Lead Agency: Contra Costa County WDB Supporting Partners: Cities/County, Community Colleges, EB Advanced Mfg Partnership, EB Biomedical Mfg Network, Manufacturers Ongoing Timeline: FY 2019+ Skilled workforce meeting industry needs Higher wages and increased productivity Action 2.1.2 > Reduce Employment Barriers > Job/Skills Training for Unemployed & Underemployed Young Adults Staff and partner time Contra Costa County WDB WIOA Funds Lead Agency: Contra Costa County WDB Supporting Partners: Community Colleges, Community organizations Ongoing Timeline: FY 2019+ Increased job opportunities for young adults Objective 2.2: Attract and Train the Next Generation of Workers for the Advanced Manufacturing Sector Action 2.2.1 > Develop Manufacturing Outreach Programs > Create a Manufacturing Apprenticeship Program > Expand Career/Technical Ed Programs > Establish an Advanced Mfg Training Institute Staff and partner time Contra Costa County WDB WIOA Funds Lead Agency: Contra Costa County WDB Supporting Partners: Community Colleges, High Schools, ROP, Industry Associations, Manufacturers Variable Timelines Pipeline of young workers Northern Waterfront Economic Development Initiative 17 Strategic Action Plan January 8, 2019 GOAL #3: CREATE A BUSINESS ENVIRONMENT THAT ALLOWS MANUFACTURING FIRMS TO FLOURISH AND EXPAND Objectives/Actions Action Steps Estimated Cost Potential Funding Sources Responsible Parties Timeframe for Completion Expected Outcome(s) Where we want to be? What steps must be taken to implement each action? Resources needed to implement this action? How are we going to pay for this action? Who is responsible for taking each action? By when will the action be completed? What can be expected when all action steps are completed? Objective 3.1: Strengthen the Northern Waterfront as a Premier Location for Advanced Manufacturing Action 3.1.1: > Create Online Searchable Database > Cleanup & Redevelop Brownfield Sites > Designate Priority Production Areas > Explore creation of a Manufacturing Innovation District Staff and partner time County/Cities U.S. EPA Brownfields Grant Programs Lead Agency: County/Cities Supporting Partners: EB Biomedical Manufacturing Network, EB Advanced Manufacturing Partnership Variable timelines New business investment and jobs Objective 3.2: Invest in Regional Transportation Infrastructure to Improve Accessibility and Goods Movement Action 3.2.1 > Multi-modal Goods Movement Plan > Secure Funding for Priority Goods Movement Infrastructure > Align NWEDI Priorities with Regional Transportation Plans & Funding > Improve Regional Arterials & Goods Movement Networks > Short Line Rail Road Feasibility Study > Support the USACE Dredging Plan Staff and partner time TBD until specific projects are determined County/Cities CCTA MTC Federal/State Grants Lead Agency: County/Cities Supporting Partners: CCTA, MTC, Caltrans, USACE Variable timelines Growth of existing businesses New business investment and jobs Objective 3.3: Expand & Upgrade Utility Infrastructure to Support Business Growth Action 3.3.1 > Identify & Prioritize Water & Sewer Infrastructure Projects > Increase Supply of Advanced Treated Recycled Water > Upgrade Broadband Infrastructure > Investigate Financing Alternatives Staff and partner time TBD until specific projects are determined County/Cities Special Districts Utility Companies Lead Agency: Water/ Wastewater Districts, County/Cities Supporting Partners: CCTA, PG&E, Water/Wastewater Districts, ISPs Variable timelines Business growth & expansion Objective 3.4: Ensure that the Northern Waterfront Remains Competitive with Other Locations Action 3.4.1 > Establish an Incentive Program > Establish & Implement an Industrial Development Bond Program > Promote RMDZ Financing Program Staff and partner time TBD County/Cities East Bay EDA Lead Agency: County/Cities Supporting Partners: East Bay EDA Variable timelines New business investment and jobs Northern Waterfront Economic Development Initiative 18 Strategic Action Plan January 8, 2019 GOAL #4: FACILITATE NEW BUSINESS FORMATION AND ENTREPRENEURSHIP IN THE MANUFACTURING SECTOR Objectives/Actions Action Steps Estimated Cost Potential Funding Sources Responsible Parties Timeframe for Completion Expected Outcome(s) Where we want to be? What steps must be taken to implement each action? Resources needed to implement this action? How are we going to pay for this action? Who is responsible for taking each action? By when will the action be completed? What can be expected when all action steps are completed? Objective 4.1: Cultivate an Entrepreneurial Environment that Fosters Innovation and New Business Formation Action 4.1.1: > Create Shared Co-Workspaces > Investigate Feasibility of an Advanced Manufacturing Incubator/Accelerator > Explore Development of a Commercial Kitchen/Food Business Incubator > Investigate Feasibility of a Non-profit Cleantech Accelerator > Participate in Annual Entrepreneurship & Innovation Awards Program Staff and partner time TBD Lead Agency: County/Cities Supporting Partners: EBEDA, WDB, SBDC Variable Timelines Increase in entrepreneurial activity, business start-ups, and jobs Advancement of target industries Action 4.1.2 > Work with Local University & Research Lab Technology Transfer Offices > Investigate Opportunities in Emerging Industries Staff and partner time Lead Agency: County/Cities Supporting Partners: UCB, LBNL, LLNL, Sandia Ongoing Timeline: FY 2019+ Attraction of entrepreneurs, new business start-ups, and new technologies Northern Waterfront Economic Development Initiative 19 Strategic Action Plan January 8, 2019 GOAL #5: ESTABLISH A REGIONAL BRAND IDENTITY TO ATTRACT NEW BUSINESS INVESTMENT Objectives/Actions Action Steps Estimated Cost Potential Funding Sources Responsible Parties Timeframe for Completion Expected Outcome(s) Where we want to be? What steps must be taken to implement each action? Resources needed to implement this action? How are we going to pay for this action? Who is responsible for taking each action? By when will the action be completed? What can be expected when all action steps are completed? Objective 5.1: Promote the Northern Waterfront as a Competitive Location for Advanced Manufacturing Action 5.1.1: > Embark Upon a Unified Branding Campaign Staff and partner time County/Cities Lead Agency: County/Cities Supporting Partners: Ongoing Timeline: FY 2019+ Globally recognized brand identity for the Northern Waterfront Action 5.1.2 > Develop & implement a Regional Marketing Program > Develop Marketing Materials & Tools > Create a Regional Economic Development Website Staff time County/Cities Lead Agency: County/Cities Ongoing Timeline: FY 2019+ Awareness of the Northern Waterfront as a competitive location for advanced mfg New Businesses Action 5.1.3 > Start a Lead Generation Program > Strategically Recruit Businesses in Target Clusters > Participate in Selected Trade Shows & Industry Sponsored Events > Attract Foreign Direct Investment Staff and partner time County/Cities Lead Agency: County/Cities Supporting Partners: East Bay EDA, GO-Biz, Industrial RE Brokers Ongoing Timeline: FY 2019+ New Business Investment Increase in jobs Northern Waterfront Economic Development Initiative 20 Strategic Action Plan January 8, 2019 MONITORING SUCCESS Metrics are critical to the successful outcome of establishing the Northern Waterfront as a competitive location for advanced manufacturing jobs. Therefore, performance measures should be adopted to monitor the progress being made toward achieving the identified goals and objectives. Performance Measures There are a number of indicators that can be used to measure the Northern Waterfront’s progress in achieving its economic development goals. Tracking these indicators on a regular basis will provide insight into the progress of the regional economy. The following economic indicators can be used as a yardstick for evaluating progress: Economic Indicators Report – baseline economic indicators to monitor the performance of the regional economy include: • Employment growth by industry. This information can be obtained from the California Employment Development Department’s Labor Market Information Division (see www.labormarketinfo.edd.ca.gov). • Office and industrial space availability & cost. Office and industrial space vacancy and lease rates can be obtained from local commercial and industrial real estate brokers. The Building Department can provide information about building permits. Implementation Status & Outcomes Report – expected outcomes identified in the Plan should be monitored on a periodic basis to ensure that the goals and objectives are being accomplished. Indicators include: • Businesses Assisted, including the number of businesses visited and assisted, as part of the BRE Program. • New Business Formations and Attraction. The county/city clerk’s office can provide information on the number of new business licenses added, fictitious business name certificates filed, and types of businesses. • Business Dynamics Indicators that show business formation rates, growth, survival, and competitiveness. Measures include counts and trends in the number of small businesses, new business starts, number of employees, and business survival rates. Socio-Economic/Quality of Life Indicators – GIS mapping is critical for visualizing data spatially. • Changes in the number/percentage of households living in poverty • Percentage of unemployed • Income levels • For the metrics above, changes affecting disadvantaged or historically underserved communities relative to the population as a whole. Northern Waterfront Economic Development Initiative 21 Strategic Action Plan January 8, 2019 Re-Evaluating Priorities over Time Progress in completing actions should be evaluated on an annual basis. An annual report provides a mechanism for making modifications, if necessary, to the Plan. Within the next five years, economic conditions will likely change and new opportunities may arise. While the overall objectives of the economic development strategy may not change over the next five years, the county/cities should reassess their priorities in light of changing conditions and emerging opportunities. Northern Waterfront Economic Development Initiative 22 Strategic Action Plan January 8, 2019 APPENDIX Northern Waterfront Economic Development Initiative 23 Strategic Action Plan January 8, 2019 MANUFACTURING BASE Historical Legacy The Northern Waterfront’s industrial heritage extends back more than 100 years. The industrial belt appeared along the banks of the Sacramento River beginning in the 1870s. Resource-based industries dominated the region during the late-19th century and early-20th century with the processing of agriculture products, metal ores, crude oil, sugar, cement, chemicals, lumber, and other natural resources. By 1906, some forty factories had opened along the river’s shoreline, including more than a half-dozen of the largest factories of their kind in the country at that time. By 1920 the docks along the Northern Waterfront carried over half the tonnage on San Francisco Bay. Edged out by Alameda County in the 1920s in the value of its output, Contra Costa did much better than its Bay Area rivals during the Great Depression and by 1940 was the second county in the state in value of industrial output.40 Waterfront industries grew to become the dominant employment sector in Contra Costa County through the early 1960’s. Over the past 50- plus years, manufacturing employment has declined as the county’s traditional industries matured and the economy transitioned to become more service sector oriented. As manufacturing firms closed, industrial land was repurposed for residential, commercial, and other uses. REGIONAL CHALLENGES & OPPORTUNITIES A comprehensive economic base analysis was conducted of the manufacturing sector to evaluate its composition, size, growth rate, specialization, and emerging trends. A detailed SWOT analysis was also conducted to identify key assets, strengths, weaknesses, opportunities, and challenges.41 These earlier background studies have been updated to reflect current conditions. Assets and Competitive Advantages The Northern Waterfront has a number of important assets that speak to the region’s unique assets and competitive advantages 42,43 including a deep- water shipping channel, marine terminals, two Class 1 railroad lines, freeway access, proximity to workforce housing, electric power generating capacity, industrial zoned land, a skilled workforce, an existing base of manufacturing companies, and proximity to growing markets in the Bay Area and Northern California. An East Bay innovation eco-system that includes research labs such as Lawrence Livermore National Laboratory, Sandia National Labs, Lawrence Berkeley National Laboratory, Joint BioEnergy Institute, Energy Biosciences Institute, and Cyclotron Road supports the manufacturing sector. Emerging Opportunities In recent years, new opportunities for manufacturing employment have risen as global trends, market forces, and new technologies converge, presenting a unique opportunity for the Northern Waterfront to become a 21st century economic asset. Manufacturing is being reshaped by the adoption of advanced manufacturing processes and shifting global value chains.44 Northern Waterfront Economic Development Initiative 24 Strategic Action Plan January 8, 2019 Economic Significance of the Manufacturing Sector The manufacturing sector is important to the Northern Waterfront regional economy. It is the sixth largest employment sector with over 6,680 workers and average wages well above the county’s median household income. In 2017, the Northern Waterfront accounted for 44.8% of the county’s manufacturing jobs and 35.4% of the county’s gross regional product (GRP). While industrial land uses constitute a small percentage of the total number of taxable parcels, their assessed value makes up a significant portion of the local tax base. In addition, local spending by the manufacturing sector generates additional demand for goods and services, thereby creating employment in other sectors of the economy. Annual capital spending on repairs and upgrades provides on-going jobs in the construction and maintenance sectors. When an enterprise purchases goods and services from other businesses, it generates an indirect jobs impact, or multiplier effect. According to the National Association of Manufacturers, the job multiplier for the manufacturing sector nationally is 1.58. The local job multiplier for the Northern Waterfront’s manufacturing sector is 1.37. That means a typical manufacturing facility that employs 100 people actually supports 137 jobs, 100 direct jobs and another 37 indirect jobs in other sectors, including professional services, utilities, transportation, financial services, wholesale and retail suppliers, and construction. Although the number of direct manufacturing jobs may be declining, the number of indirect jobs necessary to supply, support, and serve the manufacturing sector is expected to increase as factories become more advanced.45 The Northern Waterfront has a diversified manufacturing base with firms spread across 18 subsectors. The six largest subsectors (petroleum refining, food processing, primary metals, computers & electronic products, chemicals, and fabricated metal products) account for almost 70% of the total manufacturing jobs (see Figure 1) and 96% of the region’s $6.044B in manufacturing output. The Northern Waterfront’s traditional manufacturing base has been concentrated in large-scale heavy industries (petroleum refining, chemicals, steel, sugar processing, and electric power generation). These legacy industries represent the largest share of employment, but are mature industries with little or no job growth. Over the past several decades many manufacturing subsectors lost employment, especially during the 2007-09 Recession. Since 2010, employment has declined in petroleum refining, computers & electronic products, chemicals, and primary metals, while net new job growth has occurred in transportation equipment, fabricated metal products, machinery, electrical equipment, and food processing. Between 2001 and 2011 approximately 45 manufacturing firms closed their doors or moved out of the area according to Census Bureau data. Most of these firms were small businesses with less than 50 employees. The surviving companies have become more competitive, increasing their output with fewer workers. While the number of manufacturing firms declined during the Great Recession, the manufacturing sector has recovered in recent years with the net addition of new firms. New industries are beginning to emerge in the region, such as biomedical/life sciences and cleantech, but have yet to become major employers. 3.4% 331 9.1% 3.6% 332 8.1% 0.7% 1.7% 334 10.6% 311 11.3% 3.1% 2.4% 325 10.0% 324 29.8% 0.4% 2.4% 0.3%0.3% 2.8% 311 312 314 321 322 323 324 325 326 327 331 332 333 334 335 336 337 339 Figure 1: Industry Subsectors by NAICS Code Source: Emsi 2018.1 QCEW Employees 0.04% Northern Waterfront Economic Development Initiative 25 Strategic Action Plan January 8, 2019 Small- and medium-sized business enterprises (SMEs) comprise almost 97% of the total manufacturing establishments, and account for over 82% of all manufacturing employment. Small manufacturing firms often lack sufficient financing, manufacturing capacity, capital equipment, expertise, and experience—especially compared to large manufacturers—to improve their competitiveness in areas ranging from innovation and product improvement, to business development and modernization. Regional Specialization The Northern Waterfront’s core strengths include older legacy industries, which represent the past, as well as new emerging industries that represent the region’s future. By building on its competitive advantages the Northern Waterfront can develop a strong vibrant economy that creates middle wage job opportunities for local residents. Regional specialization is traditionally identified by measuring the region’s employment concentration in an industry compared to its concentration nationwide. This measure is commonly referred to as a location quotient (LQ) and is measured on a scale where zero indicates no employment for that industry in the region, and an LQ of 1.0 indicates that the region’s employment concentration is similar to the national average. When the proportion of regional employment in an industry exceeds the national average it indicates regional specialization and is considered to be an economic strength. LQs of 1.25 or higher are indicators of traded industries that sell to larger markets outside the region bringing new dollars into the local economy. Thirteen manufacturing subsectors in the Northern Waterfront have LQs above 1.0 (see Table 1). Another factor in determining an industry’s importance to the region is its relative size compared to other sectors. Industries with high employment represent industries that are important to a region and may have a competitive advantage over other locations. Nine of the thirteen industries with high LQs also have relatively high employment levels. These nine industries include food processing, diversified manufacturing sectors such as building materials, industrial machinery, and instruments, and legacy industries (petroleum refining, chemicals, steel fabrication). Most of the industries in the Northern Waterfront with high LQs and high employment represent mature legacy industries that while important to the local economy are not expected to generate significant, if any, employment growth. A third criteria includes emerging new industries with high employment growth, which represent the region’s future. Industries with low LQs but high employment growth may be indicators of emerging new growth industries. These industries could form the core industries of several industry clusters that will drive future job growth in the manufacturing sector along the Northern Waterfront. Six industries have low LQs, but high employment growth, including HVAC equipment, electronic components, electrical equipment, motor vehicles, and aerospace parts. Other new emerging industries in the East Bay, such as autonomous vehicles, cleantech, and electric cars, are also potential target industries for the Northern Waterfront. These industries represent potential growth sectors for the Northern Waterfront that if properly supported could be future drivers of the regional economy. Potential target industries for the Northern Waterfront are identified in Figure 2. These emerging sectors could form the core of several industry clusters. Northern Waterfront Economic Development Initiative 26 Strategic Action Plan January 8, 2019 Figure 2: Manufacturing Employment Concentration Chemicals Food/Beverage Processing Fabricated Metal Diversified Mfg Clean Tech Machinery Electrical EquipmentBiomedical 0.00 0.50 1.00 1.50 2.00 2.50 3.00 -60%-40%-20%0%20%40%60%80%100% Source: Emsi 2018.1 QCEW Employees Emerging IndustriesContracting Industries Transitioning Industries High Performing Industries Growth Rate 2018-2028Location Quotient Legacy Industries  Misc Mfg Sectors  Target Clusters Primary Metals Advanced Transportation Beverage Advanced Manufacturing Review of national studies on advanced manufacturing found that advanced manufacturing is defined by the type of product or process by which products are made. Other definitions include the use of new or improved materials or the use of a specialized skilled workforce required to make the product. While it is possible for a manufacturing firm to be advanced by performing well on any one of the four indicators, the more advanced firms are those that employ all four characteristics. The most advanced manufacturing firms make “extensive use of computer, high-precision, and information technologies integrated with a high-performance workforce in a production system capable of furnishing a heterogeneous mix of products in small or large volumes with both the efficiency of mass production and the flexibility of custom manufacturing in order to respond quickly to customer demands.”46 The shift toward advanced manufacturing, while improving industry’s productivity and competitiveness, is not expected to create large numbers of new jobs as the labor-intensive industries of the past, but instead will require a more specialized, higher skilled workforce. Advanced industries are extraordinarily productive and provide high-quality economic opportunities for workers.47 The advanced manufacturing sector will need science, technology, engineering and mathematics workers (STEM) workers, as well as production workers, and installation, maintenance, and repair workers. Northern Waterfront Economic Development Initiative 27 Strategic Action Plan January 8, 2019 Table 1: Local Specialization by Manufacturing Industry Group - 2018 Northern Waterfront East Bay NAICS Description LQ Jobs Job Growth 2018 - 2028 LQ 3113 Sugar & Confectionery Products 6.82 361 (32%) 3.26 3115 Dairy Products 2.28 234 22% 0.71 3116 Meat Processing 0.12 42 64% 0.23 3118 Bakeries & Tortillas 0.19 41 (2%) 1.92 3119 Other Food Manufacturing 0.40 63 21% 0.92 3121 Beverage Manufacturing 0.12 21 33% 1.59 3149 Other Textile Product Mills 0.47 21 5% 0.57 3219 Other Wood Products 0.93 149 24%) 0.48 3231 Printing & Related Activities 0.61 185 (2%) 0.73 3241 Petroleum Refining 23.53 1,880 (38%) 4.76 3251 Basic Chemicals 2.85 303 46%) 0.51 3254 Pharmaceutical & Medicine 0.56 115 (9%) 1.81 3255 Paint, Coating, & Adhesive 1.94 86 (23%) 0.33 3256 Soap, Cleaning Compound, & Toilet 0.54 41 15% 1.36 3259 Other Chemical Products 1.58 92 (24%) 0.61 3273 Cement and Concrete Products 0.69 94 14%) 0.53 3274 Lime and Gypsum Products 11.29 115 (3%) 2.64 3311 Iron & Steel Mills 10.86 617 24% 1.04 3321 Forging & Stamping 0.72 49 22% 0.42 3323 Architectural & Structural Metals 0.72 191 12% 0.85 3324 Boiler, Tank, & Shipping Container 1.77 113 38% 0.37 3327 Machine Shops 0.79 195 27% 1.06 3329 Other Fabricated Metal Products 0.12 22 (5%) 0.21 3332 Industrial Machinery 1.73 138 35% 5.20 3334 HVAC & Commercial Refrigeration Equip 0.68 63 35% 0.37 3342 Communications Equipment 1.10 65 (83%) 1.42 3343 Audio & Video Equipment 3.04 41 (17%) 3.05 3344 Semiconductor/Electronic Components 0.19 48 50% 2.16 3345 Instruments 1.78 500 55%) 2.13 3353 Electrical Equipment 0.57 56 46% 0.63 3359 Other Electrical Equipment & Components 0.63 60 (65%) 1.35 3362 Motor Vehicle Body & Trailer 0.81 89 49% 0.12 3363 Motor Vehicle Parts 0.07 31 (13%) 0.04 3364 Aerospace Product and Parts 0.14 49 55% 0.11 3371 Furniture & Cabinets 0.13 22 14% 0.42 3391 Medical Equipment & Supplies 0.71 158 (13%) 1.90 3399 Other Miscellaneous Manufacturing 0.44 87 10% 0.47 Source: Emsi 2018.1 QCEW Employees Northern Waterfront Economic Development Initiative 28 Strategic Action Plan January 8, 2019 TARGET INDUSTRY CLUSTERS Industry Cluster Definition48 An industry cluster is a geographic concentration of related companies and associated institutions that derive an economic advantage from co-locating in proximity to one another. Industry clusters are different than traditional industry sectors. Unlike an industry sector, industry clusters represent a network of interconnected firms and industries that are linked through shared resources and technologies based on a common set of economic activities. Firms in similar and related industries draw a productive advantage in being geographically located near each other because they have common labor pools and supply chain needs. “Driver industries are linked to supplier and input industries, support industries, and customers.” A myriad of service providers also participate in the manufacturing value chain, including engineers, market researchers, attorneys, accountants, research organizations (Universities, National Labs, etc.), toolmakers, equipment suppliers, transport and logistics providers, and consultants. Target Industry Cluster Identification Standardized national industry clusters have been defined, which allow comparisons and performance measurement across regions.49 Regionally defined industry clusters are often not represented in the standardized national definitions. Region-specific industry clusters can be identified based on employment concentrations, industry size, and growth rates. A regional industry cluster exists when the level of employment is overrepresented relative to the national average. This overrepresentation signals the presence of a critical mass at which cluster dynamics begin to kick in. Strong industry clusters are defined as those where the location quotient puts them into the leading 25% of regions across the U.S. in their respective cluster category. While emerging industry clusters are not easily identified through traditional analytical methods, they can be identified through qualitative research and intelligence based on local industry knowledge. Important considerations for determining the presence of emerging industry clusters include the presence of research institutions, innovation infrastructure, access to venture capital, and the growth of new occupations. Shift-share analysis can be employed to identify industries that are expected to grow faster than the national economy and industry mix. Six-digit NAICS codes were used to identify the core industries in the Northern Waterfront based on the number of core companies, employment size, degree of specialization, growth trends, and a strong regional presence in the East Bay. Five potential target industry clusters were identified including: 1) Biomedical/Biotechnology/life sciences; 2) Food & Beverage Processing; 3) Advanced Materials & Diversified Manufacturing; 4) Advanced Transportation Technologies; and 5) Clean Technology. These five industry clusters are described more fully on the following pages. The Northern Waterfront can develop a vibrant economy by attracting and growing manufacturing firms in emerging new industries in the advanced manufacturing sector. Many of these industries already have a strong presence in the East Bay regional economy. Northern Waterfront Economic Development Initiative 29 Strategic Action Plan January 8, 2019 Biomedical Biomedical/Biotechnology/Life Sciences Cluster The biomedical/biotechnology/life sciences cluster is comprised of establishments engaged in manufacturing biological and medicinal products, pharmaceutical products, electro-medical equipment, and medical equipment and supplies. It includes companies producing biomedical/biotechnology products exclusively, as well as companies in related industries, which produce a diversified array of products including biomedical/biotechnology. The cluster also includes a wide variety of businesses in related and supporting industries from contract manufacturers, machine shops, injection molders, product development firms, and suppliers to component and equipment manufacturers, all of which are critical elements supporting growth of the region’s biomedical/biotechnology cluster/life sciences. Many of the companies in related industries, while not classified as biomedical or medical device manufacturers per se, make components and develop technologies that are directly applicable to the production of medical products and devices. The biomedical/biotechnology/life sciences cluster also includes distributors of medical equipment and supplies, such as forceps, surgical knives and gloves, bandages and dressings, syringes, stethoscopes, medical laboratory equipment, x-ray films, dental drills, veterinarian instruments and other related supplies. The cluster is also comprised of establishments engaged in conducting research and development in the life sciences and biotechnology. The Northern Waterfront is part of the larger East Bay biomedical regional cluster, which has one of the largest concentrations of biotech firms in the state with strong research infrastructure and a well- developed eco-system.50 Nationally, the biomedical/life sciences industry is projected to grow by approximately 10% over the next ten years. Cluster Profile Northern Waterfront Contra Costa County East Bay Companies 18* 54 208 Jobs (2018) 256 1,521 10,901 Industry Concentration/Specialization (LQ) 0.52 0.86 1.98 Projected Baseline Job Growth (2018-2028) (6) (22) 1,005 % Change (2018-2028) (2.5%) (1.4%) 9.2% Source: Emsi 2018.3 QCEW Employees, * DatabaseUSA.com Business-Level Data Biomedical/Biotechnology/Life Sciences Core Industries Biopharmaceuticals (NAICS 325411): Drugs derived from uncompounded medicinal chemicals and their derivatives or the processing of uncompounded botanicals, including proteins and nucleic acids used for therapeutic or in vivo diagnostic purposes, or direct extraction from a native biological source. Pharmaceutical Manufacturing (NAICS 325412): In-vivo diagnostic substances and pharmaceutical preparations. Diagnostics (NAICS 325413): In-vitro diagnostic substances used for diagnostic tests. Biologics (NAICS 325414): such as vaccines, toxoids, therapeutic proteins, blood and blood components, tissues, and cultural media of plant or animal origin. Electro-medical & Electrotherapeutic Equipment (NAICS 334510): pacemakers, patient-monitoring systems, MRI machines, diagnostic imaging equipment (including informatics equipment), ultrasound scanning devices, hearing aids, & electrocardiographs. Irradiation Apparatuses (NAICS 334517): Irradiation, x-ray devices and other diagnostic imaging, computer tomography equipment for medical diagnostic, medical therapeutic, research and scientific evaluation. Surgical & Medical Instruments (NAICS 339112): Medical, surgical, ophthalmic, and veterinary instruments and equipment, such as syringes, hypodermic needles, anesthesia apparatus, blood transfusion equipment, catheters, surgical clamps, medical thermometers, orthopedic instruments, optical diagnostic apparatuses, blood transfusion devices, and catheters. Surgical Appliances & Supplies (NAICS 339113): Artificial joints and limbs, stents, orthopedic appliances, surgical dressings, disposable surgical drapes, hydrotherapy appliances, surgical kits, rubber medical and surgical gloves, and wheelchairs. Dental Equipment & Supplies (NAICS 339114): Equipment, instruments, and supplies, dental hand instruments, plaster, drills, amalgams, cements, sterilizers, and dental chairs. Ophthalmic Goods Manufacturing (NAICS 339115): Prescription eyeglasses, contact lenses, sunglasses, eyeglass frames, reading glasses, and protective eyewear. Dental Laboratories (NAICS 339116): Dentures, crowns, bridges, and orthodontic appliances customized for individual application. Northern Waterfront Economic Development Initiative 30 Strategic Action Plan January 8, 2019 Food & Beverage Processing Cluster The Food and Beverage Processing Cluster includes businesses that transform raw ingredients into food and beverage products that can be easily prepared and served by the consumer. The cluster covers conventional, organic, ethnic and specialty foods, as well as beverages (soft drinks, fruit & vegetable juices, bottled water, wine, liquor, and beer). The cluster also includes related and supporting industries such as food and beverage wholesalers and distributors, food processing equipment manufacturers, food packaging, as well as linkages to agricultural producers and consumer sectors like restaurants, grocery stores, and bars. Food and beverage processing and manufacturing is the ninth largest traded cluster in terms of regional employment in the San Francisco Bay Area.51 The U.S. food processing industry is forecast to grow at a steady rate of 2.9% compound annual growth rate (CAGR) through 2022, according to a report by the Association for Packaging and Processing Technologies. Cluster Profile Northern Waterfront Contra Costa County East Bay Companies 28* 84 400 Jobs (2018) 818 2,167 14,476 Industry Concentration/Specialization (LQ) 0.63 0.45 0.97 Projected Baseline Job Growth (2018-2028) (28) 248 732 % Change (2018-2028) (3.4%) 11.4% 5.1% Source: Emsi 2018.3 QCEW Employees, * DatabaseUSA.com Business-Level Data Food & Beverage Processing Core Industries Animal Food (NAICS 3111): Animal food produced from ingredients, such as grains, oilseeds, and meat products. Grains & Oilseeds (NAICS 3112): Milling flour or meal from grains or vegetables, manufacturing malt, wet milling corn and other vegetables, crushing oilseeds and tree nuts, refining or blending vegetable oils, & manufacturing breakfast cereals. Sugar & Confectionary Products (NAICS 3113): Processing agricultural inputs, such as sugarcane, beet, and cacao, to give rise to a new product (sugar or chocolate) or beginning with sugar and chocolate and processing these further. Fruit & Vegetable Preserving & Specialty Food (NAICS 3114): Freezing food or using preservation processes, such as pickling, canning, and dehydrating. Dairy Products (NAICS 3115): Dairy products from raw milk, processed milk, and dairy substitutes. Meat Processing (NAICS 3116): The assembly, cutting and packing of meats from purchased carcasses. Seafood Preparation & Processing (NAICS 3117): Canning, smoking, salting, and drying seafood; eviscerating fresh fish by removing heads, fins, scales, bones, and entrails; shucking and packing fresh shellfish; processing marine fats and oils; and freezing seafood. Bakeries (NAICS 3118): Fresh and frozen bread and other bakery products; cookies, crackers, and dry pasta; or tortillas. Miscellaneous Food Manufacturing (NAICS 3119): Snack foods; coffee, tea; concentrates, syrups, condiments, spices; and other miscellaneous food products. Beverage Manufacturing (NAICS 3121): Nonalcoholic beverages; alcoholic beverages manufactured through the fermentation process; and distilled alcoholic beverages. Northern Waterfront Economic Development Initiative 31 Strategic Action Plan January 8, 2019 Advanced Materials & Diversified Manufacturing Cluster This cluster covers a broad group of producers in various manufacturing subsectors and industry groups who make intermediate and finished products. Technological advances and market forces have created new opportunities for advanced manufacturing companies in these industries to become more competitive. While advanced manufacturing is more precisely identified at the company level rather than the industry level, industries that have adopted advanced manufacturing processes, machinery, materials, and/or produce products of an advanced nature are more competitive. NAICS codes for the diversified manufacturing cluster include both advanced manufacturing and traditional manufacturing firms. Cluster Profile Northern Waterfront Contra Costa County East Bay Companies 52* 97 574 Jobs (2018) 1,984 2,813 23,708 Industry Concentration/Specialization (LQ) 1.51 0.58 1.58 Projected Baseline Job Growth (2018-2028) (156) (150) 257 % Change (2018-2028) (7.9%) (5.3%) 1.1% Source: Emsi 2018.3 QCEW Employees, * DatabaseUSA.com Business-Level Data Advanced Materials & Diversified Manufacturing Core Industries Plastics Material & Resin (NAICS 325211): Resins and plastics materials, mixing and blending resins on a custom basis and/or manufacturing non- customized synthetic resins. Paint & Coatings (NAICS 325510): Mixing pigments, solvents, and binders into paints and other coatings, such as stains, varnishes, lacquers, enamels, shellacs, and water-repellent coatings for concrete and masonry, and/or manufacturing allied paint products. Adhesives (NAICS 325520): Adhesives, glues, and caulking compounds. Carbon & Graphite Products (335991): Carbon, graphite, and metal- graphite brushes and brush stock; carbon or graphite electrodes for thermal and electrolytic uses; carbon and graphite fibers; and other carbon, graphite, and metal-graphite products. Building Materials (NAICS 327): Non-metallic products such as gypsum board, crushed rock or gravel, glass, and other products. Metal Products (NAICS 3312; 3315): Sheet metal products including steel shape manufacturers, aluminum and copper foundries. Machine Shops & Metal Fabrication (NAICS 332): Transform purchased metals into intermediate or end-use products by forging, stamping, bending, forming, welding, machining, and assembly, used to join separate parts together. Machinery (NAICS 333): General and special purpose machinery designed for a particular industry such as agriculture, construction, mining, industrial, and commercial machinery or general purpose machinery used by many different industries. Computer & Electronic Products (NAICS 3343; 334511, 334512, 334513, 334514, 334515, & 334519): Electronic instruments, communication equipment, computers, and similar electronic products and components. Northern Waterfront Economic Development Initiative 32 Strategic Action Plan January 8, 2019 Advanced Transportation Technologies Advanced transportation technologies are an emerging cluster in the Bay Area that has not been defined by the North American Industry Classification System (NAICS) as a specific industry. This cluster includes fuel efficient vehicles, advanced battery storage, fuel cells, electric vehicle charging stations, plug-in electric vehicles, vehicle assembly and component parts manufacturing. Advanced transportation technologies also include traffic management, fueling/charging station infrastructure, and autonomous vehicles. This cluster represents an opportunity to capitalize on emerging new vehicle technologies that could result in substantial economic development benefits.52,53 Cluster Profile Northern Waterfront Contra Costa County East Bay Companies 1* 3 28 Jobs (2018) <10 12 11,788 Industry Concentration/Specialization (LQ) 0.01 0.01 2.10 Projected Baseline Job Growth (2018-2028) Insf. Data (2) 3,381 % Change (2018-2028) Insf. Data (16.7%) 28.7% Source: Emsi 2018.3 QCEW Employees, * DatabaseUSA.com Business-Level Data Advanced Transportation Technologies Core Industries Electric Motors for Electric Vehicles (NAICS 335312): Establishments primarily engaged in manufacturing electric motors, power generators, and motor generator sets. Electric Vehicle Assembly (NAICS 336111): Vehicle assembly and component part manufacturing for plug-in electric, hybrid, and natural gas vehicles, fuel efficient vehicles, alternative fuel vehicles, high-speed rail. Electrical/Electronic Equipment for Motor Vehicles (NAICS 336320): Motor vehicle electrical and electronic equipment manufacturing, electronics, communications, and computer systems required for navigation, guidance, and control of the vehicle, including autonomous vehicles, smart car technology, self-driving vehicles. Power Train Parts (NAICS 336350): manufacturing of power train parts. Advanced Battery Storage (NAICS 335911): Electrochemical energy storage technologies, fuel cells, hybrid or electric vehicles. Unmanned Aerial Vehicles & Systems (NAICS 336411): Target drones, ultra light aircraft, equipment and networks to control an unmanned aircraft. Northern Waterfront Economic Development Initiative 33 Strategic Action Plan January 8, 2019 Clean Technology Cluster Clean technology (cleantech) is an emerging cluster that represents a diverse range of products, services, and processes, that reduces inputs, energy consumption, waste, or environmental pollution all intended to 1) provide superior performance at lower costs, while 2) reducing or eliminating negative environmental impacts and 3) making more efficient and responsible use of natural resources. While there is no standard definition of "clean technology", it has been described by Clean Edge as "a diverse range of products, services, and processes that harness renewable materials and energy sources, dramatically reduces the use of natural resources, and cuts or eliminates emissions and waste.” Cleantech has emerged as a defined industry due to the increased consumer, regulatory, and market interest in clean forms of energy generation—specifically, the rise in awareness of global warming, climate change, and the impact on the natural environment from the burning of fossil fuels. Nationally, the cleantech industries are expected to grow by 12% over the next ten years. Cluster Profile Northern Waterfront Contra Costa County East Bay Companies (2017) 27* 470 1,209 Jobs (2018) 2,303 7,132 21,951 Industry Concentration/Specialization (LQ) 2.36 1.48 1.46 Projected Baseline Job Growth (2018-2028) 236 693 1,331 % Change (2018-2028) 10.3% 9.7% 6.1% Source: Emsi 2018.3 QCEW Employees, * DatabaseUSA.com Business-Level Data Clean Technology Core Industries Renewable Energy Products & Components (NAICS 333414, 334413): Products and components used in solar, wind, tidal waves, geothermal, waste-to-energy, fuel cells, and biomass products and equipment such as wind turbines and blades, solar cells, mounting brackets, solar heating equipment, and solar panels. Energy Efficiency Products & Components (NAICS 335110, 335311): Efficient lighting, smart grid, green building, and cogeneration. Environmental Services & Technologies (NAICS 541330, 541380, 541620): Environmental engineering, environmental testing labs, emissions controls, bioremediation, environmental monitoring & compliance. Remediation Services (NAICS 562910): Remediation and cleanup of contaminated buildings, mine sites, soil, or ground water; integrated mine reclamation activities, including demolition, soil remediation, waste water treatment, hazardous material removal, contouring land, and re- vegetation; and asbestos, lead paint, and other toxic material abatement. Water and Wastewater Technologies (NAICS 332911; 333318): water purification, conservation, efficiency, filtration, disinfection, monitoring and controls, metals and organics recovery, desalination systems. Recycled Materials & Products (NAICS 423930, 562111, 562920, 562998): Materials recovery, recyclable material handling and products made from recycled materials. Clean Technology Northern Waterfront Economic Development Initiative 34 Strategic Action Plan January 8, 2019 Notes 1 East Contra Costa Historical Society, “Maritime History of Contra Costa County”, 2014, p.11 2 Walker, Richard A., “Industry Builds Out the City: The Suburbanization of Manufacturing in the San Francisco Bay Area, 1850-1940”, Department of Geography, University of California, 2004 3 Contra Costa Economic Partnership, “Major Drivers of Contra Costa County’s Economy: Dealing with Global Competition and Accelerating Change”, 2008 4 Northern Waterfront Ad Hoc Committee Meeting Packets, http://www.co.contra-costa.ca.us/4437/Northern-Waterfront-Economic-Development 5 SPUR, et. al, “Economic Prosperity Strategy: Improving economic opportunity for the Bay Area’s low- and moderate-wage workers”, October 2014 6 Emerald HPC International, LLC “Northern Waterfront Economic Development Initiative Conceptual Framework – Community and Human Capital Development Strategy”, May 2018 7 Erie County Industrial Development Agency, “Factories Here are Transitioning into Advanced Manufacturing”, Jan 26th 2014, http://www.ecidany.com/news/article/current/2014/01/26/100177/factories-here-are-transitioning-into-advanced-manufacturing 8 Brookings, “Retooling for Growth: Building a Twenty-first Century Economy in America's Older Industrial Areas”, March 17, 2008 9 MIT, “Industrial clusters fuel economies: New study shows clusters, across fields, help growth, jobs, and innovation”, December 2014, http://news.mit.edu/2014/industrial-clusters-fuel-jobs-innovation-1219 10 U.S. Environmental Protection Agency, “Creating Equitable , Healthy, Sustainable Communities: Strategies for Advancing Smart Growth, Environmental Justice, and Equitable Development”, February 2013 11 Urban Institute, “Building Environmentally Sustainable Communities: A Framework for Inclusivity”, April 2010 12 Data for Progress, “A Green New Deal: A Progressive Vision for Environmental Sustainability and Economic Stability”, September 2018 13 U.S. Environmental Protection Agency, “Framework for Creating a Smart Growth Economic Development Strategy: A Tool for Small Cities and Towns”, January 2016 14 U.S. Economic Development Administration, “Comprehensive Economic Development Strategy Content Guidelines”, https://www.eda.gov/ceds/content/economic-resilience.htm 15 Georgia Institute of Technology, “Foundations for Sustainable Local Economic Development: Business Retention & Expansion Strategies”, December 2010 16 Bureau of Labor Statistics, Business Employment Dynamics 17 ICMA, “Cluster-Based Economic Development Strategies”, March 29, 2012, found at https://icma.org/articles/cluster-based-economic-development-strategies Northern Waterfront Economic Development Initiative 35 Strategic Action Plan January 8, 2019 18 Brookings article, “Matching Place-Based Strategies to the Scale of the Market”, January 21, 2015, found at https://www.brookings.edu/articles/matching- place-based-strategies-to-the-scale-of-the-market/ 19 Places Journal found at: https://placesjournal.org/article/makerspace-towards-a-new-civic- infrastructure/?gclid=Cj0KCQiAwKvTBRC2ARIsAL0Dgk3wONEj4ahT0zcdZ6QL8gXNKTpYpMaes8JB8iALaFMfrp-JGJNcs64aAiKFEALw_wcB 20 https://makerfaire.com/bay-area/ 21 http://ei.haas.berkeley.edu/education/c2m/ 22 Southern California Association of Governments, Business Friendly Principals, http://economy.scag.ca.gov/Lists/Details/DispForm.aspx?ID=4 23 https://www.ladbs.org/services/special-assistance/concierge 24 Examples of Concierge Services include the City of Danville Business Concierge Program and Los Angles County Economic Development Corporation Business Assistance Program 25 “Manufacturing Workforce Development Playbook: Preparing for the manufacturing renaissance in America”, 2011 26 Everett Community College, Advanced Manufacturing Training & Education Center, http://www.everettcc.edu/ccec/amtec 27 Area Development, “Infrastructure Lessons for Economic Growth and Business Success”, 2012, http://www.areadevelopment.com/logisticsInfrastructure/Summer2012/infrastructure-effects-economic-development-success-27628151.shtml 28 Sheffield Business Park Advanced Manufacturing Innovation District, http://www.sheffieldbusinesspark.co.uk/the-advanced-manufacturing- innovation-district-amid 29 California City News, Fremont’s Innovation District on the Leading Edge of Advanced Manufacturing Boom”, https://www.californiacitynews.org/2015/07/fremont%E2%80%99s-innovation-district-leading-edge-advanced-manufacturing-boom.html 30 https://www.brookings.edu/innovation-districts/ 31 CCTA, “Countywide Comprehensive Transportation Plan and Regional Transportation Planning Committee Action Plans for Routes of Regional Significance, Comprehensive Transportation Project List” 32 City of Vacaville, Economic Development Incentive Program, http://www.ci.vacaville.ca.us/departments/economic-development/economic-development- incentive-program 33 Governor’s Office of Business & Economic Development, “State Business Investment Guide”, September 2013 34 Federal Reserve Bank of Kansas City, “The Role of Small Businesses in Economic Development”, November 2004 35 National League of Cities Center for Research & Innovation, “Supporting Entrepreneurs and Small Businesses: A Tool Kit for Local Leaders”, 2012 36 https://laincubator.org/ 37 University of Waterloo Economic Development Program, “The Value of Place Branding in Economic Development”, May 13, 2011 Northern Waterfront Economic Development Initiative 36 Strategic Action Plan January 8, 2019 38 Journal Regional Studies, Regional Science, “The role of place branding in local and regional economic development: bridging the gap between policy and practicality”, Vol 3 2016, Issue 1 39 Kotler, Philip et. al., “Place Marketing”, 1993 40 Walker, Richard, “Industry Builds Out the City: The Suburbanization of Manufacturing in San Francisco, 1850-1940”, 2005 41 Craft Consulting Group, “Revitalizing Contra Costa’s Northern Waterfront: How to be Competitive in the 21st Century Global Economy”, January 2014 42 Craft Consulting Group, “Revitalizing Contra Costa’s Northern Waterfront: How to be Competitive in the 21st Century”, January 2014 43 Contra Costa County Northern Waterfront Atlas, January 2014 44 McKinsey Global Institute, “Making it in America: Revitalizing US Manufacturing”, November 2017 45 Manufacturing Executive Leadership Journal, “The Multiplier Effect”, March 2012 46 National Council for Advanced Manufacturing definition in Quality Digest, “What is Advanced Manufacturing?” June 8, 2012 47 Brookings, “America’s Advanced Industries: What they Are, Where they are, and Why they matter”, February 2015 48 Brookings, “Making Sense of Clusters: Regional Competitiveness and Economic Development”, March 2006, found at: https://www.brookings.edu/research/making-sense-of-clusters-regional-competitiveness-and-economic-development/ 49 The cluster definitions used in this document are taken from the Purdue Center for Regional Development and the Indiana Business Research Center, and are available here: http://www.ibrc.indiana.edu/innovation/clusters.html. 50 Life Science VC, The Inescapable Gravity of Biotech’s Key Clusters: The Great Consolidation of Talent, Money, Returns”, March 21, 2017, https://lifescivc.com/2017/03/inescapable-gravity-biotechs-key-clusters-great-consolidation-talent-capital-returns/ 51 Sage Consultants, “The Bay Area Food Economy: Existing Conditions and Strategies for Resilience”, October 2017 52 International Economic Development Council (IEDC), “Creating the Clean Energy Economy: Analysis of the Electric Vehicle Industry”, 2013 53 Centers of Excellence California Community Colleges Chancellor’s Office, “Alternative and Renewable Fuels & Vehicle Technology Program: Overview of Advanced Transportation Industries and Occupations in California”, July 2013 ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 1 Northern Waterfront Economic Development Initiative (NWEDI) Contra Costa County Conceptual Framework Building High Performing Waterfront Communities: An Effective Model for Community and Human Capital Development in T he Contra Costa Northern Waterfront Region Community and Human Capital Development Strategy Prepared January 31, 2018 by Keith & Iris Archuleta Emerald HPC International, LLC Revised May 3, 2018 Small Business Incubation and Support for Existing Business Expansion Strategic Regional Partnerships that Include Barrier Removal Services Workforce Training and Enhanced Partnerships with Education ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 2 Northern Waterfront Economic Development Initiative (NWEDI) Contra Costa County Community and Human Capital Development Strategy Conceptual Framework Index I. Introduction 3 • Purpose • High Performing Communities (HPC) Framework™ • Conceptual Framework Defined II. Fact-Finding, Assessment, Research, & Engagement 4 • Milken Institute Study • California Department of Transportation - Contra Costa Economic Forecast • East Bay EDA – 2017 Regional Economic Profile and 2017-18 East Bay Economic Outlook • Waterfront Region Comparative Demographic Data: Population, Businesses, and Poverty Rates • The Truth about Poverty and the Impact of Concentrated Poverty on Neighborhoods • Social Determinants of Health • Relationship of Investments in Human Capital to Wealth and Health • Notable Countywide and Antioch Data Related to the Workforce/Education Pipeline and Health • Individual and Small Group Stakeholder Meetings III. Key Principles Related to Community & Human Capital Development 33 Social, community and human capital development must be at the core of any sustainable strategy for economic development and revitalization. IV. Strategy Focus Area Clusters 34 The NWEDI Community and Human Capital Development Strategy is composed of three clusters with multiple sub-components. The focus area clusters are described as: • Small Business Incubation and Support for Existing Business Expansion • Workforce Training and Enhanced Partnerships with Education • Strategic Regional Partnerships that Include Barrier Removal Services In addition to the cluster title and focus and proposed scope of work for each cluster, we also outline how each cluster’s purpose is interlocked with the purposes of the other clusters to form a comprehensive and sustainable strategy. V. Initiative Oversight/Management & Fund Development 43 VI. Outcomes Measurement & SROI Reporting 45 VII. Final Thoughts 48 ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 3 I. INTRODUCTION Purpose The Contra Costa County Northern Waterfront Economic Development Initiative (NWEDI) has contracted with Emerald HPC International, LLC to develop a Conceptual Framework that outlines a comprehensive community and human capital development strategy. From the outset it is important to note that understanding and messaging the workforce needs of current and future businesses in the region is important and must be in conjunction with identifying credible training and human development partners with proven track records related to human capital development that can bring that expertise to the Northern Waterfront. This document details a human capital and community development strategy, including identified implementation partners, with a focus on East Contra Costa as an illustration and road map of potential opportunities for the entire Northern Waterfront region. High Performing Communities (HPC) Framework ™ The first stage of Emerald’s five-stage HPC Framework in collaborative planning is fact-finding. During this phase, we conduct strategic interviews and gather what stakeholders believe to be facts related to the initiative. Next, we identify and articulate common issues. We then conduct research that includes data analysis and studies to validate or invalidate issues stated by those we have interviewed as well as issues that emerge through observation and research. We use validated issues, which we describe as indicators, to envision possibilities for the collaborative planning effort and, through this process, develop the key elements of the strategy. We then move into the conceptual framework phase, which consists of: • Assessing the potential for resource alignment • Assessing existing systems and exploring potential systems alignment • Designing collaborative service delivery with interlocking roles among partners • Creating a conceptual framework based on validated and articulated issues (An animation of the HPC process can be found at www.emeraldhpc.com/hpc-process.html.) Conceptual Framework Defined A conceptual framework is commonly defined as an analytical tool with several variations and contexts used to make conceptual distinctions and organize ideas. We, however, define a conceptual framework as: “a tool for making conceptual distinctions and organizing ideas to help guide a planning team in the process of articulating a strategy or strategies based on an identified set of interlocking roles assigned to organizations, assets and stakeholders for the specific purpose of achieving measurable outcomes based on validated indicators.” The design of a conceptual framework, in the HPC process, precedes a full-blown operationalized plan. Therefore, Emerald is working closely with County NWEDI lead staff and consultants to ensure that the community/human capital development strategy outlined in this Conceptual Framework enhances and informs a comprehensive NWEDI vision. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 4 Articulating a strategy and defining interlocking agency roles for the community and human capital development partner organizations is a core portion of this Conceptual Framework and will complement the NWEDI strategic action plan and ensure that accurate outcome projections are incorporated based on the set of validated indicators that we have identified as those embraced by key stakeholder partners. A conceptual framework requires general acknowledgement, acceptance and agreement with a common set of facts and indicators among a broad-based group of stakeholders. This framework presents the groundwork for such agreement. On several occasions in the past, we have conducted fact-finding and economic, health, and workforce research on the needs of the various communities that make up the East Contra Costa region of the Northern Waterfront by gathering information about service needs and gaps, geographic variation, and key stakeholders. We have now expanded that fact-finding to cover the entire Northern Waterfront, adding cities that are critical to the Waterfront region, as well as revisiting and updating information and conversations with East Contra Costa organizations and leaders. We have also explored potential financial commitments and partners that could help sustain the community and human capital development strategy of the NWEDI. This process has helped us identify and articulate common issues identified through one-on-one meetings, small group meetings, and an assessment of NWEDI activity since its inception. We have conducted research including data analysis and studies to validate or invalidate issues shared by those we have interviewed as well as issues that have emerged through observation and deeper analysis. Finally, we have used validated issues, which we describe as indicators, to envision possibilities for the collaborative planning effort. We have therefore developed this framework that explores the need for, and opportunities related to, a sustainable, outcomes-based, collaborative planning effort leading to the design and implementation of a comprehensive, multi-site set of interlocking projects. Launched throughout a targeted demographic, these projects can meet regional needs in a sustainable way with measurable outcomes and significant impact. This framework will help guide a tangible collaborative process in 2018 that begins with the immediate implementation of anchor projects; positions the community and human capital development strategy for ongoing funding; attracts additional partners needed for long-term financial stability; aligns with and/or is complementary to other on-going community development processes in cities and the county as a whole; and fosters system cohesion, inter-locking roles of partners, service integration, and community trust, support, and advocacy for the NWEDI mission. II. FACT-FINDING, ASSESSMENT, RESEARCH, & ENGAGEMENT During the fact-finding phase of our work, from July to November 2018, we reviewed demographic research, conducted interviews, and gathered facts, issues, and needs identified by stakeholders related to the initiative to identify core partners and key issues and understand past experiences related to NWEDI collaborative efforts. We also identified partners, organizations and stakeholders through an assessment of NWEDI activity since its inception in 2013. This included analyzing County Board of Supervisor and Ad Hoc Committee meeting notes and reports, as well as staff and consultant reports. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 5 Since January 10, 2014, prior to our coming on-board in July of 2017, NWEDI identification and engagement of stakeholders and potential partner organizations had included over 80 community meetings, with over 20 unique presentations made to interested parties and agencies. Based on our assessment and the goals related to the community and human capital development focus of our work, we have strategically conducted a number of one on one meetings, small group meetings, and site tours for the purpose of making sure we are clear about information and perspectives ascertained from our assessment. During this process, we also gathered suggestions for additional community stakeholders and officials relevant to the initiative that we should engage. Furthermore, we solicited engagement recommendations from Craft Consulting - NWEDI economic development and strategic planning consultants - and key County staff. Therefore, through our process we have focused on community and human capital development, looking at specific service delivery systems, exploring potential systems alignment, and designing potential collaborative service delivery with current partners/stakeholders as well as with new partners/stakeholders identified through our process. Additionally, we examined the correlations between studies we’ve used in other projects and how they align with and support current efforts being designed and operated within the target region. We have also used past findings as well as new information gathered to assess gaps in service and strategy. The following is a brief overview of some of the data we have gathered from studies related to Contra Costa conducted by nationally recognized experts and relevant California agencies that helps inform, support and confirm the design approach we are taking with this project. Milken Institute Study The Milken Institute 2012 study, “Contra Costa County: A Blueprint for Growth,” indicates that a path forward towards broadening business development and promoting economic growth for the region requires the following three-prong approach: 1. Enhance the Workforce Development Pipeline 2. Strengthen Industry Assets and Improve Business Climate 3. Facilitate Entrepreneurship and Innovation The study points out that this requires work in three primary areas: a.) Leveraging existing industry strengths and targeting potential synergies with the local and regional workforce, markets, and industry base The county and its cities need to prioritize the development of industries with the highest potential synergies with its local and regional workforce, markets, and industry base. Bioscience/medicine, technology/engineering, and consulting/professional services are at the top of the list identified in the Milken study. These findings should be calibrated with the findings of Craft Consulting with regard to targeted industries that could impact the Northern Waterfront. b.) Capitalizing on underutilized resources In 2010, the county had nearly 464,000 working residents, more than 39 percent of whom worked outside the county. According to the U.S. Census, a disproportionate share of county residents working in occupations such as science, engineering, management, and mathematics commuted to other parts of the Bay Area. Many may have located in East Contra Costa for more affordable housing or quality of life reasons. Knowledge-intensive industries emerging in the county could draw on this talent pool to expand. Land is another relatively underutilized resource. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 6 c.) Promoting partnerships among stakeholders and jurisdictions Economic development must involve stakeholders from both the public and private sectors. It is imperative that local governments and public agencies focus on maintaining industry strengths and providing more opportunities for private-sector involvement. While some collaboration across departments and jurisdictions already exists, efforts to sustain such networks and create new ones are vital for strategy implementation. The Milken study proposes certain strategies along with action steps below related to three priority focus areas. Although not all suggestions are reflective of components of the NWEDI, all are worth mentioning, some have already been completed, and many are particularly relevant to the focus areas we have identified in this conceptual framework. Focus 1: Enhance the Workforce Development Pipeline Strategy 1-1 Coordinate curriculum and tailor courses for future needs (Emerald Note: This is already happening within many local school districts and Contra Costa Community Colleges, such as Los Medanos College and Diablo Valley College, through pathway and career tech programs) Strategy 1-2 Enrich opportunities for extracurricular learning and training Actions 1-2.1 Create internship initiatives; A.1-2.2 Expand science fair and competitions Strategy 1-3 Promote partnership among local and regional education institutions Actions 1-3.1 Sponsor exchange programs; A1-3.2 Create regional education alliance Strategy 1-4 Attract regional talent Actions 1-4.1 Campus marketing A.1-4.2 Extend relocation assistance to international and regional talent Strategy1-5 Promote job training programs Action 1-5.1 Expand vocational training programs; A.1-5.2 Lobby for workforce investment funding Focus 2: Strengthen Industry Assets and Improve Business Climate Strategy 2-1 Streamline business services and improve regulatory environment Actions 2-1.1 Evaluate and improve regulations; A.2-1.2 Monitor and improve business services Strategy 2-2 Create Contra Costa Job Express Way Action 2-2.1 Create Job Express Way Strategy 2-3 Recruit high-potential candidates Actions 2-3.1 Create recruitment task force; A.2-3.2 Partner with real estate agencies in referral programs; A.2-3.3 Develop competitive incentives Strategy 2-4 Market existing strengths and potential synergies Actions 2-4.1 Improve Internet business portal; A.2-4.2 Participate and host business conferences/summits Strategy 2-5 Improve connectivity with regional economic centers Actions 2-5.1 Partner with Transportation Task Force for BART extension (Emerald Note: done); A.2-5.2 Improve highway system Strategy 2-6 Promote community outreach and advocacy Action 2-6.1 Participate and sponsor workshops and seminars Strategy 2-7 Promote local contracting and purchasing Actions 2-7.1 Prioritize local companies for public contracts; A.2-7.2 Create awards and recognitions for companies promoting local contracting ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 7 Focus 3: Facilitate Entrepreneurship and Innovation Entrepreneurship and the capacity for innovation are critical drivers of growth in a knowledge- based economy. Innovations can give birth to new technologies that enhance a region’s core competitiveness, as occurred in Silicon Valley. Entrepreneurs play a critical role in the commercialization of new technologies. Moreover, creating a more vibrant entrepreneurial and innovative environment can reduce the reliance of Contra Costa and its cities on external resources and help develop indigenous growth. To do so, the county and its cities need to widen access to capital for startups in particular and enhance the infrastructure that supports such a climate. Strategy 3-1 Promote startups to regional and national venture capitalists Actions 3-1.1 Create venture capital committee; A.3-1.2 Create venture capital and startup database and forum Strategy 3-2 Strengthen and anchor regional innovation networks Actions 3-2.1 Create innovation task force; A.3-2.2 Sponsor innovation seminars; A.3-2.3 Partner with local Chamber of Commerce to host innovation expos Strategy 3-3 Increase collaboration between business associations and assistance programs Actions 3-3.1 Partner with SBDC to improve existing services, A.3-3.2 Create awards and recognitions for best performing programs Strategy 3-4 Create incubators to support startups Actions 3-4.1 Create incentives for private incubators to expand in the county; A.3-4.2 Partner with local education institutions to develop incubators With respect to business incubators, the following occupations should be a focus, as they represent significant talent leakage out of Contra Costa: Life, Physical, Medical and Social Science Architecture and Engineering Computer and Mathematical Management Business and Financial Operations Arts, Design, Entertainment, Sports, and Media Finally, the Milken study notes that to achieve sustainable growth across the county, economic development must be better balanced so that cities such as Antioch and Pittsburg are not left behind while wealthier areas such as San Ramon and Walnut Creek thrive. In addition to strategies for the county as a whole, the study provides supplemental recommendations with the goal of facilitating sustainable growth across major job centers, as well as specific examples of how cities can leverage their competitive advantages in order to align their existing strengths and resources with elements of the study’s general findings at the county level. Although both of our prior Contra Costa - specific community/human capital development work through the East Contra Costa Health/Wealth Initiative and the eQuip Richmond - Economic Revitalization Initiative had a broader and deeper focus and utilized our HPC Framework, the Milken study confirms many components of the identified focus areas - business incubation/business expansion, workforce training/education, and regional partnerships/barrier removal services - described in this conceptual framework. There are many correlations between the findings of the Milken study and the innovative strategies that have become characteristic of the Emerald HPC framework. The following best practice studies and research data also help confirm as well as provide additional insight into understanding opportunities for community and human capital development in the Northern Waterfront. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 8 California Department of Transportation - Contra Costa Economic Forecast The California Department of Transportation 2014-2019 Contra Costa Economic Forecast projects continued migration into the area and punctuates the need for creating employment opportunities, safety, health alternatives, and stabilization of East Contra Costa’s most impoverished neighborhoods. By 2014, Contra Costa County had a population of 1.1 million people and a total of 335,000 wage and salary jobs. The per capita income was $65,106, and the average salary per worker was $77,456. During 2013, the largest employment increases were observed in education and healthcare (+3,400 jobs), leisure and hospitality (+2,100 jobs), professional and business services (+1,800 jobs), and construction (+1,700 jobs). Employment losses were greatest in the information sector (-200 jobs). Between 2008 and 2013, the population increased at an average annual rate of 0.9 percent. About half of this growth was the result of net migration, as an average of 4,400 net migrants entered the county each year. Over the next five years, net migration will remain relatively strong. East Bay EDA – 2017 Regional Economic Profile and 2017-18 East Bay Economic Outlook According to the 2017 East Bay Economic Development Alliance (EDA) Regional Economic Profile prepared by Beacon Economics, over the last few years there has been a slowdown in the growth of the labor supply. “Simply put, the pace of job creation cannot continue to increase if the supply of labor, the labor force, is growing at a slower rate. It is only a matter of time before the slack in the labor market (the number of unemployed and those who dropped out of the labor force) left over from the Great Recession is depleted.” “During the first half of 2017, the labor force in the East Bay grew 0.3%, whereas the number of employed East Bay residents increased 0.8%. A similar imbalance can be seen in 2016, when the labor force grew 1.7% and employed residents increased 2.3%. In fact, the growth in the number of employed residents has been higher than the growth in the labor force every year since 2011.” The report indicates that one of the primary causes of the slowdown in the supply of labor is the lack of housing in the region, and the affordability of the current housing stock. “If there are not enough homes to house new workers, the local labor force simply cannot grow enough to sustain the job growth of the last few years. This forces many people to endure long commutes to the growing job centers throughout the Bay Area. Even with commuters, labor force growth will be constrained without significant investment in transportation infrastructure.” The report states that the constrained housing supply has maintained steady upward pressure on home prices in the East Bay, making most of the region unaffordable to lower- and even some middle- income households. However, Contra Cost, particularly East Contra Costa, retains a significant affordability advantage relative to San Francisco and San Jose. According to the 2017-18 EDA East Bay Economic Outlook prepared by Beacon Economics, the East Bay industries that grew the fastest from September 2016 to September 2017 were Wholesale Trade (5.2% growth), Construction (4.2% growth), and Educational Services (4.1% growth). The Health Care sector grew by 2.8%, but led all sectors in absolute job gains (4,600 jobs). High skilled sectors such as Financial Activities (2.5% growth) and Management (2.4% growth) posted significant gains. In addition, the East Bay Economic Outlook reports that: ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 9 “Construction sector payroll share expanded by 12.2% since September 2015, making it the fastest growing over this period and reaffirming the observation that developers are capitalizing on residential and commercial development opportunities in the area.” The report also states that the Information sector and the Professional, Scientific & Technical Services sector grew by 2.1% and 1.1%, respectively, from September 2016 to September 2017. Much of this payroll employment “comes from the growing Tech industry in the East Bay. In particular, the Computer Systems Design and Related Services sector was a significant source of new jobs, generating 1,100 new positions from September 2016 to September 2017. Demand for skilled workers extends well beyond high-tech jobs, however, with Architectural and Engineering Services creating 800 jobs in the East Bay over the last year.” The 2017 Regional Economic Profile reported that the gains in the Tech industry have come through a steady flow of venture capital funding. In the first two quarters of 2017 alone, $1.02 billion in venture capital funding went to companies headquartered in the East Bay, according to the research data company Pitchbook, representing strong investor confidence in East Bay companies. Further, the East Bay Economic Outlook indicates that employment fell in only a handful of major sectors over the last year. For example, “payroll employment in the Administrative Support sector declined 1.7%, but the losses here were concentrated in the Employment Services subsector, which is associated primarily with temp agencies. With a tight labor market in an expanding economy, temporary workers are in less demand as offers for full-time work take precedence.” “In addition, with online sales continuing to take an ever-bigger share of total retail sales, the Retail Trade sector declined by 2.1%, as brick and mortar retail establishments are having to adapt, often with fewer locations and staff.” “Transportation, Warehousing, and Utilities declined by 3.2% and Manufacturing declined by 1.0%. These job losses are not substantial, but they are something to keep a close eye on if they persist in the months ahead. At the same time, as advanced manufacturing continues to impact manufacturing and logistics through technological advancements and automation, improved efficiencies and safety standards will contribute to economic growth.” “Promising for the East Bay, is that high-wage sectors are expected to be at the forefront of the overall projected employment growth by 6.0% from current levels to 2021.” “Management and Professional Services are expected to grow by 8.7% (10,500 jobs), the Information sector is expected to grow by 11.6% (3,100 jobs), the Construction sector is expected to grow by 9.4% (6,900 jobs), the Education/Health sector is expected to grow by 9.2% (17,600 jobs), and the Manufacturing sector is expected to grow by 5.3% (4,700 jobs).” “The venture capital industry is finding the East Bay a most promising place to invest, a very positive sign for the region’s future. The region can encourage even more startup activity going forward through investment in incubators and other platforms for nascent tech development, as well as continuing to promote construction of affordable residential and commercial property, which will encourage in-migration of high-skilled workers, entrepreneurs and businesses.’ These reports are helpful in understanding our emphasis on the need for training and business incubation in the construction trades as well as training in other key sectors and incubation of small business entrepreneurs in key industry sectors and supply chain companies. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 10 Waterfront Region Comparative Demographic Data: Population, Businesses, & Poverty Rates The initial description of the NWEDI originally included only areas that touch the waterfront - unincorporated county land and the cities of Hercules, Martinez, Concord, Pittsburg, Antioch and Oakley. The NWEDI now articulates a unified regional approach that expands the vision to include the cities of Brentwood and Walnut Creek, recognizing the importance of the support and involvement of communities in the broader region and the wider potential impact of the NWEDI on the entire region’s quality of life, workforce, and economic sustainability. Overall, though Contra Costa County’s unemployment rate has dropped to just 3.9% as of November 1, 2017, the overall poverty rate is 10.9% (people living below poverty level). Comparatively, for the cities located within the NWEDI region the stats are as follows: • Hercules has a population of 24,060; 1,630 businesses; & a poverty rate of 5.1% • Rodeo (unincorporated) has a population of 9,724; 15 businesses; & a poverty rate of 13.0% • Crockett (unincorporated) has a population of 3,044; businesses (n/a); & a poverty rate of 9.7% • Martinez has a population of 35,824: 3, 489 businesses; & a poverty rate of 6.1% • Walnut Creek has a population of 64,173; 19,176 businesses; & a poverty rate of 6.1% • Concord has a population of 122,067; 10,859 businesses; & a poverty rate of 13.3% • Bay Point (unincorporated) has a population of 21,349; 1,268 businesses; & a poverty rate of 21.5% • Pittsburg has a population of 63,264; 4,367 businesses; and a poverty rate of 17.9% • Antioch has a population of 110,542; 6,018 businesses; & an overall poverty rate of 15.4% (Note: Antioch’s 94509 zip code has a population of 66,279, & a poverty rate of 19.7%; while Antioch’s 94531 zip code has a population of 44, 263 & a poverty rate of 9%.) • Brentwood has a population of 51,481; 4,106 businesses; & a 7.3% poverty rate • Oakley has a population of 40, 622; 1,902 businesses; & an 8.2% poverty rate The Truth About Poverty and the Impact of Concentrated Poverty on Neighborhoods Through our research we also found the following additional facts regarding poverty: A Stanford University study shows that in 1970, 65 percent of America’s families lived in “middle- income” situations. By 2008, only 43 percent of U.S. families lived in middle-income neighborhoods. Meanwhile, over that same period of time, the share of families living in either poor or rich neighborhoods essentially doubled. (The book "Coming Apart" draws on five decades of statistics and research that describes these findings.) Further, it was once thought that poverty was mostly a problem for minorities in urban neighborhoods, or those living in the rural areas, particularly in Southern states. But the reality is that poverty is beginning to devour what was a majority of white middle-class families in major suburban neighborhoods. Further, the 2008 economic recession forced millions of Americans into poverty, up from 11% in 2000 to about 15%. Poverty rates actually improved under the Obama administration, going down to 12.7% in 2016. Of the 39.5 million people living below the poverty line who rely on food stamps, 43% are white and only 23% are black. And, when we look at the 20 million people living in extreme poverty (those households making less than 50 percent of the poverty threshold), 42% are white and 26% are black. This information is critical because we need to ensure that the NWEDI effectively addresses service gaps and does not miss serving those most in need because of stereotypes and misinformation. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 11 Our work has required developing a deeper understanding of the effects of concentrated poverty on neighborhoods in the target region. Neighborhoods with concentrated poverty oftentimes isolate their residents from the resources and networks they need to reach their potential and deprive the larger community of the neighborhood’s human and social capital. With both the rise of inner-city poverty and the recent increase in suburban poverty in the United States, researchers have sought to interpret the dynamic between neighborhoods and residents in communities of concentrated poverty. Impoverished neighborhoods are challenged with serious crime, health, and education problems that, in turn, further restrict the opportunities of those growing up and living in them, and thwart business development and business acquisition efforts. We have an opportunity to change that dynamic in impoverished areas along the Waterfront. Let’s not take our eyes off the prize. In doing so, we must remember the following barriers to success and avoid them at all cost. They are according to John Kotter, Leading Change: “Why Transformation Efforts Fail” • Not Establishing a Great Sense of Urgency • Not Creating a Powerful Enough Guiding Coalition • Lacking a Vision • Under-Communicating the Vision by a Factor of 10 • Not Removing Obstacles to the New Vision • Not Systematically Planning for and Creating Short-Term Wins • Declaring Victory Too Soon • Not Anchoring Changes to the Community’s Culture, Plans, and Vision We strongly believe that the Northern Waterfront region is ready for the NWEDI to focus on human capital, and thereby accomplish what is outlined in this document and more. As a region, we can ill afford not to do so. Social Determinants of Health As a reminder, we cannot minimize, as we move forward, the critical importance of including health in our strategy for revitalization. This is one of the reasons we have intentionally solicited partnerships with health-focused programs and thought partners. According to the Office of Disease Prevention and Health Promotion: A range of personal, social, economic, and environmental factors contributes to individual and population health. For example, people with a quality education, stable employment, safe homes and neighborhoods, and access to preventive services tend to be healthier throughout their lives. Conversely, poor health outcomes are often made worse by the interaction between individuals and their social and physical environment. Concentrated pockets of residents suffering from poor physical conditions are a barrier to economic growth and stability. Social determinants are in part responsible for the unequal and avoidable differences in health status within and between communities. As a leading health topic, social determinants take into account the critical role of home, school, workplace, neighborhood, and community in improving health. From infancy through old age, the conditions in the social and physical environments in which people are born, live, work, and age can have a significant influence on health outcomes as follows: ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 12 Prenatal • According to the Journal of Public Health Management and Practice, it is important to improve the prenatal health-related behaviors of women, “including reducing their use of cigarettes, alcohol and illegal drugs and enabling them to obtain the needed treatment for pregnancy-related complications.” • Further, other documented benefits of prenatal care include longer intervals between the birth of the first and second child, longer relationships with current partner, and fewer months of using welfare and food stamps. The positive effects of proper prenatal care reduce the societal outcomes of crime, substance abuse, teen pregnancy, child abuse, child neglect, and domestic violence. Children • Early and middle childhood provides the physical, cognitive, and social-emotional foundation for lifelong health, learning, and wellbeing. A history of exposure to adverse experiences in childhood, including exposure to violence and maltreatment, is associated with health risk behaviors such as smoking, alcohol and drug use, and risky sexual behavior, as well as health problems such as obesity, diabetes, heart disease, sexually transmitted diseases, and attempted suicide. • Features of the built environment, such as exposure to lead-based paint hazards and pests, negatively affect the health and development of young children. Adolescents • Because they are in developmental transition, adolescents and young adults are particularly sensitive to environmental influences. Environmental factors, including family, peer group, school, neighborhood, policies, and societal cues, can either support or challenge young people’s health and wellbeing. Addressing young people’s positive development facilitates their adoption of healthy behaviors and helps to ensure a healthy and productive future adult population. • Adolescents who grow up in neighborhoods characterized by poverty are more likely to be victims of violence; use tobacco, alcohol, and other substances; become obese; and engage in risky sexual behavior. Adults • Access to and availability of healthier foods can help adults follow healthful diets. For example, better access to retail venues that sell healthier options may have a positive impact on a person’s diet. These venues may be less available in low-income or rural neighborhoods. • Longer hours, compressed work weeks, shift work, reduced job security, and part-time and temporary work are realities of the modern workplace and are increasingly affecting the health and lives of U.S. adults. Research has shown that workers experiencing these stressors are at higher risk of injuries, heart disease, and digestive disorders. Older Adults • Availability of community-based resources and transportation options for older adults can positively affect health status. Studies have shown that increased levels of social support are associated with a lower risk for physical disease, mental illness, and death. Impact of Social Determinants on Health Disparities It is important to recognize the impact that social determinants have on health outcomes of specific populations. Moreover, with respect to disparities and social determinants, the data shows that race and ethnicity, gender, sexual identity, age, disability, socioeconomic status, and geographic location all contribute to an individual’s ability to achieve good health. Social determinants are often a strong predictor of health disparities. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 13 For example, nationally: • In 2008, the Asian/Pacific Islander population had the highest rate of high school graduation among racial and ethnic groups, with 91.4% of students attending public schools graduating with a diploma 4 years after starting 9th grade compared to rates among non-Hispanic white (81.0%), American Indian/Alaska Native (64.2%), Hispanic (63.5%), and non-Hispanic black (61.5%). • Per the National Assessment of Adult Literacy, African American, Hispanic, and American Indian or Alaska Native adults were significantly more likely to have below basic health literacy compared to their white and Asian or Pacific Islander counterparts. Hispanic adults had the lowest average health literacy score compared to adults in other racial and ethnic groups. • In 2007, African Americans and Hispanics were more likely to be unemployed compared to their white counterparts. Further, all adults with less than a high school education were 3 times more likely to be unemployed than those with a bachelor’s degree. • Low socioeconomic status is associated with an increased risk for frequent mental distress as well as for many diseases, including cardiovascular disease, arthritis, diabetes, chronic respiratory diseases, and cervical cancer. • Low-income minorities on average spend more time traveling to work and other daily destinations than do low-income whites because they have fewer private vehicles and use public transit and car pools more frequently. It is important to understand how personal, social, economic, and environmental factors contribute to workforce development at a deep level, while considering the unique history and demographic makeup of the region. Therefore, in this document, we have compared personal, social, economic, and environmental health disparity factors to reports and studies related to the East Contra Costa region because of the significantly higher population and diversity numbers of the region. We have also explored best practice studies related to collaboration, referral services, and engagement strategies. As we have interviewed and entered into discussions with business, non-profit organizations, community stakeholders, and education, health, philanthropic and city government representatives, it has become very clear that the subject of partner capacity to reach hard to serve populations and remove barriers to participation in the economy and how we focus and then roll out partnerships and services throughout the Waterfront are important considerations. Important related issues include: increasing impact on health determinants by building broader stakeholder collaboration, fostering effective strategic community engagement, and significantly impacting indicators for better health and therefore better economic outcomes in the region. Relationship of Investments in Human Capital to Wealth and Health According to the 2015 Policy Summit closing keynote address by Loretta J. Mester, President of the Federal Reserve Bank of Cleveland (FBRC): “Many studies have documented the importance to economic well-being of investments in human capital. For example, Cleveland Fed researchers found that over a 75-year-period, education levels were consistently one of the most reliable indicators for each state’s per capita income growth and that counties with higher levels of high school graduates tend to have lower poverty rates and higher levels of labor force participation.” “A study by a Philadelphia Fed researcher found that resilient regions, that is, regions that have been able to avoid persistent declines in population over the long run, tend to have a more educated population and a more diverse industry mix. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 14 The benefits of investing in human capital are also evident at the individual level. Better education is correlated with higher wages and lower levels of unemployment. For example, the current unemployment rate for those with a college degree is 2.6 percent, compared to 5.4 percent for those with a high school diploma, and 8.0 percent for those who didn’t graduate from high school.” “The difference in wages between those with a college degree and those without, the so-called skill premium, has widened substantially over time, more than doubling since the 1970s. Median hourly wages for those with a bachelor’s degree are now about 80 percent higher than for high school graduates. And over a lifetime, in present value terms, a college graduate can expect to earn nearly twice as much as a high school graduate. Other research shows that the skill premium has grown even more for those with a post-graduate degree, even controlling for changing demographics. Those with a graduate degree now earn about 30 percent more than those with a four-year college degree.” “The rising skill premium since the 1970s reflects the fact that over much of the period, real wages (that is, wages adjusted for inflation) rose for skilled workers while they fell for unskilled workers.” “Several factors could have led to the rising trend in the skill premium. Globalization, which has led to increased trade between the U.S. and countries with lower-skill, lower-wage workers, is one possible explanation. Demand from the U.S. for the products produced by lower-wage workers abroad would put downward pressure on the wages of lower-skill workers producing similar goods in the U.S. And demand from abroad for goods produced by high-skill workers in the U.S. would put upward pressure on their wages. While this is an interesting theory, there is not much empirical support for trade being a major driver of the skill premium. Instead, there appears to be considerably more evidence that technological change has increased the demand for skilled workers relative to unskilled workers. This is consistent with the fact that even industries often viewed as less skill-intensive have increased their demand for skilled labor. The manufacturing plant of the 1970s has transformed itself into a high- tech operation, requiring workers who can operate computerized machinery and even robots.” Notable Countywide and Antioch Data Related to the Workforce/Education Pipeline and Health The need and the opportunities in the eastern portion of the Northern Waterfront region create a compelling focal point for pilot projects for the community and human capital strategy of the NWEDI. The combined population of Bay Point, Pittsburg, Antioch, Brentwood, and Oakley is over 300,000. Therefore, in the interest of brevity and focus, we include below an overall summary of relevant data for the county in general and comparative data for Antioch, the Northern Waterfront’s largest city. A. Childhood and Adolescent Indicators Antioch Population for Children and Adolescents by Age, and Gender as of 2015 Antioch Population: 110,542 Antioch Boys Under 5 years: 3,638 5 to 9 years: 3,937 10 to 14 years: 4,291 15 to 17 years: 2,720 Antioch Girls Under 5 years: 3,638 5 to 9 years: 3,759 10 to 14 years: 4,060 15 to 17 years: 2,702 As a reminder, the social determinants of health for children and adolescents are: • Early and middle childhood provides the physical, cognitive, and social-emotional foundation for lifelong health, learning, and wellbeing. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 15 A history of exposure to adverse experiences in childhood, including exposure to violence and maltreatment, is associated with health risk behaviors such as smoking, alcohol and drug use, and risky sexual behavior, as well as health problems such as obesity, diabetes, heart disease, sexually transmitted diseases, and attempted suicide. • Features of the built environment, such as exposure to lead-based paint hazards and pests, negatively affect the health and development of young children. • Because they are in developmental transition, adolescents and young adults are particularly sensitive to environmental influences. Environmental factors, including family, peer group, school, neighborhood, policies, and societal cues, can either support or challenge young people’s health and wellbeing. Addressing young people’s positive development facilitates their adoption of healthy behaviors and helps to ensure a healthy and productive future adult population. • Adolescents who grow up in neighborhoods characterized by poverty are more likely to be victims of violence; use tobacco, alcohol, and other substances; become obese; and engage in risky sexual behavior. It is important to emphasize a focus on health and education indicators for children and adolescents when discussing strategies for human capital development and related assessment tools because they are our current and future economic, workforce and education pipeline for regional economic stability. We get a glimpse of these important indicators by reviewing the following California Healthy Kids Survey data for Contra Costa County. Please note that the latest survey results were gathered in 2015. 1. Alcohol, Tobacco, & Other Drugs Binge Drinking in Past Month (Student Reported) Contra Costa County Percent Level of Connectedness to School 0 days 1 day 2 days 3-9 days 10-19 days 20-30 days High 92.5% 2.7% 1.6% 1.8% 0.5% 0.8% Medium 88.0% 4.0% 2.4% 3.1% 1.1% 1.4% Low 77.0% 4.7% 5.0% 4.5% 2.8% 6.1% Race/Ethnicity 0 days 1 day 2 days 3-9 days 10-19 days 20-30 days African American/Black 90.9% 2.7% 1.9% 1.8% 0.6% 2.1% American Indian/Alaska Native 87.9% 3.2% 1.3% 2.3% 2.1% 3.1% Asian 96.0% 1.4% 0.8% 0.8% 0.2% 0.8% Hispanic/Latino 86.5% 4.2% 2.8% 3.0% 1.4% 2.2% Native Hawaiian/Pacific Islander 88.0% 3.7% 2.0% 2.8% 1.1% 2.4% White 88.0% 3.7% 2.7% 3.5% 1.0% 1.0% Multiracial 89.9% 3.5% 1.7% 2.2% 0.9% 1.7% Other 91.7% 2.7% 2.3% 1.3% 0.3% 1.7% ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 16 Drinking and Driving or Riding with a Driver Who Had Been Drinking (Student Reported) Contra Costa County Percent Level of Connectedness to School Never 1 Time 2 Times 3-6 Times 7 or more times High 84.8% 5.4% 3.9% 3.2% 2.7% Medium 78.3% 7.2% 4.8% 5.0% 4.7% Low 69.4% 6.1% 6.1% 6.5% 11.8% Race/Ethnicity Never 1 Time 2 Times 3-6 Times 7 or more times African American/Black 82.0% 5.6% 3.9% 3.4% 5.2% American Indian/Alaska Native 76.6% 7.7% 5.0% 2.4% 8.3% Asian 89.0% 4.2% 2.2% 2.1% 2.5% Hispanic/Latino 76.2% 6.6% 5.2% 5.8% 6.2% Native Hawaiian/Pacific Islander 80.9% 4.3% 7.1% 4.7% 3.1% White 80.6% 7.1% 4.8% 4.0% 3.5% Multiracial 82.2% 5.7% 4.0% 3.9% 4.3% Other 77.0% 9.8% 4.6% 3.3% 5.4% Cigarette Use in Lifetime (Student Reported) Contra Costa County Percent Level of Connectedness to School 0 Times 1 Time 2 Times 3 Times 4-6 Times 7 or more times High 93.1% 2.4% 0.9% 0.7% 0.7% 2.2% Medium 85.5% 3.8% 1.9% 1.6% 1.7% 5.5% Low 73.7% 5.3% 2.7% 2.1% 3.0% 13.1% Race/Ethnicity 0 Times 1 Time 2 Times 3 Times 4-6 Times 7 or more times African American/Black 87.7% 4.6% 1.4% 1.1% 0.7% 4.5% American Indian/Alaska Native 82.7% 8.2% 0.5% 0.9% 0.8% 6.9% Asian 94.4% 1.8% 0.6% 0.7% 0.5% 2.0% Hispanic/Latino 85.0% 4.2% 2.0% 1.6% 1.7% 5.4% Native Hawaiian/Pacific Islander 85.7% 5.6% 2.4% 0.5% 1.7% 4.2% White 88.8% 2.5% 1.2% 1.0% 1.4% 5.0% Multiracial 87.9% 2.9% 1.5% 1.2% 1.4% 5.1% Other 87.6% 1.8% 1.6% 0.7% 1.5% 6.8% ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 17 Marijuana Use in Past Month (Student Reported) Contra Costa County Percent Level of Connectedness to School 0 days 1 day 2 days 3-9 days 10-19 days 20-30 days High 90.7% 2.5% 1.5% 2.2% 1.1% 2.0% Medium 82.5% 3.5% 2.7% 4.4% 2.5% 4.4% Low 69.3% 5.0% 3.3% 6.2% 4.0% 12.0% Race/Ethnicity 0 days 1 day 2 days 3-9 days 10-19 days 20-30 days African American/Black 79.9% 3.5% 2.9% 4.3% 2.9% 6.5% American Indian/Alaska Native 85.3% 3.3% 2.3% 3.7% 1.2% 4.2% Asian 94.8% 1.3% 0.9% 1.0% 0.6% 1.3% Hispanic/Latino 81.8% 3.8% 2.6% 4.3% 2.6% 4.9% Native Hawaiian/Pacific Islander 85.4% 3.2% 2.0% 3.8% 1.4% 4.2% White 85.9% 3.1% 2.2% 3.6% 1.8% 3.5% Multiracial 84.8% 3.3% 2.2% 3.4% 1.8% 4.4% Other 86.5% 3.7% 0.9% 3.8% 2.2% 2.9% Recreational Use of Prescription Drugs in Lifetime (Student Reported) Contra Costa County Percent Level of Connectedness to School Any None High 9.1% 90.9% Medium 16.2% 83.8% Low 29.1% 70.9% Race/Ethnicity Any None African American/Black 16.6% 83.4% American Indian/Alaska Native 17.2% 82.8% Asian 7.2% 92.8% Hispanic/Latino 16.8% 83.2% Native Hawaiian/Pacific Islander 14.3% 85.7% White 13.4% 86.6% Multiracial 16.5% 83.5% Other 16.6% 83.4% ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 18 Combination Alcohol/Drug Use in Past Month (Student Reported) Contra Costa County Percent Level of Connectedness to School Any None High 17.3% 82.7% Medium 28.2% 71.8% Low 41.6% 58.4% Race/Ethnicity Any None African American/Black 26.5% 73.5% American Indian/Alaska Native 23.1% 76.9% Asian 10.3% 89.7% Hispanic/Latino 29.8% 70.2% Native Hawaiian/Pacific Islander 25.3% 74.7% White 24.1% 75.9% Multiracial 23.6% 76.4% Other 20.8% 79.2% Usual Level of Alcohol Intoxication (Student Reported) Level of Connectedness to School I don't drink alcohol Just a sip or two Enough to feel it a little Enough to feel it moderately Until I feel it a lot or get really drunk High 70.7% 11.6% 6.6% 7.5% 3.5% Medium 57.9% 14.9% 10.1% 10.8% 6.4% Low 48.0% 12.7% 11.2% 11.6% 16.5% Race/Ethnicity African American/Black 66.2% 12.6% 8.5% 7.1% 5.6% American Indian/Alaska Native 65.4% 15.4% 6.4% 5.9% 6.9% Asian 79.2% 9.6% 4.9% 4.2% 2.1% Hispanic/Latino 56.5% 15.0% 11.2% 10.1% 7.3% Native Hawaiian/Pacific Islander 63.7% 12.1% 7.4% 11.0% 5.8% White 61.9% 12.6% 7.3% 11.5% 6.7% Multiracial 65.1% 12.5% 8.1% 8.4% 5.9% Other 68.5% 13.5% 6.3% 7.9% 3.9% ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 19 2. Community Connectedness Meaningful Participation in the Community (Student Reported) Race/Ethnicity High Medium Low African American/Black 46.6% 37.8% 15.6% American Indian/Alaska Native 51.5% 32.5% 16.0% Asian 58.4% 32.5% 9.1% Hispanic/Latino 40.6% 39.7% 19.6% Native Hawaiian/Pacific Islander 58.9% 30.3% 10.8% White 67.0% 25.9% 7.1% Multiracial 55.3% 34.1% 10.5% Other 43.9% 43.6% 12.5% 3. Emotional/Mental Health Depression-Related Feelings (Student Reported) Contra Costa County Percent Level of Connectedness to School Yes No High 19.9% 80.1% Medium 33.4% 66.6% Low 47.1% 52.9% Race/Ethnicity Yes No African American/Black 25.9% 74.1% American Indian/Alaska Native 27.0% 73.0% Asian 24.7% 75.3% Hispanic/Latino 32.2% 67.8% Native Hawaiian/Pacific Islander 32.9% 67.1% White 24.6% 75.4% Multiracial 29.5% 70.5% Other 24.5% 75.5% 4. School Connectedness Truancy Note: Because of the correlation between school connectedness and youth violence, it is important to mention here, before looking at the data, that according to the Contra Costa County Grand Jury: Contra Costa County ranked worst out of the nine Bay Area counties in chronic absences of its elementary school students last year. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 20 “With an overall K-12 truancy rate of 38.9 percent, the county had a ranking worse than neighboring Alameda County, at 27 percent, and the statewide average of 31.1 percent. That means that out of 180,000 students in the county, 10,000 of them had at least three unexcused absences last year, fitting the definition of truancy. And those who were “chronically absent,” defined as being absent for any reason 10 percent or more of the school year, or approximately two days a month, were an even larger number. Thus, the Contra Costa grand jury panel found that the county’s truancy rates also ranked among the worst throughout the state — 46th out of 58 counties, calling it “a disturbing picture for the county.” We are not surprised by this observation. The high number of Antioch Unified students committing or becoming victims of violence led to the development of the Antioch Youth Intervention Network (YIN) collaborative in 2007. A comprehensive study was conducted of all 8,763 Antioch students aged 13-18 at the time of the study, under an arrangement with Antioch Unified School district lawyers and the Superintendent. To protect their identity and privacy, students were given fictitious names and student identifications so that their social economic status, grades, disciplinary records, family composition, attendance, time in the district and test scores could be studied. The study showed definitively that the top two indicators for youth likely to commit or become victims of violence were truancy and student disengagement. Over five years, YIN’s intervention strategy among a pilot group of 103 families showed an 86% reduction in truancy, an average GPA increase of 2 grade points, a 92% reduction in police calls for service related to those youth and families, a 100% graduation rate, and 100% college going rate among the 97 youth completing the process. YIN was formally integrated into the Antioch School District in 2017 and can be a best practice model for other districts along the Waterfront dealing with similar issues. This work has been documented and recognized as one of four global best practices by the United Nations, a national best practice by past US Attorney General Eric Holder, and a statewide best practice by the past US Attorney for the Northern District, Melinda Hague. Strategies that engage youth and help connect them to the learning environment are critical for reducing truancy and youth violence and increasing graduation rates, student success, health, and connections to the workforce pipeline. The data from the California Healthy Kids Survey for Contra Costa County relating to School Connectedness now follows: Caring Adults at School (Student Reported) Contra Costa County Percent Race/Ethnicity High Medium Low African American/Black 31.8% 55.6% 12.6% American Indian/Alaska Native 35.2% 50.2% 14.6% Asian 35.8% 55.3% 9.0% Hispanic/Latino 30.5% 56.0% 13.4% Native Hawaiian/Pacific Islander 33.1% 57.1% 9.8% White 42.0% 50.2% 7.8% Multiracial 35.3% 54.0% 10.7% Other 34.2% 55.5% 10.2% ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 21 Contra Costa County Percent Female Male Grade Level High Medium Low High Medium Low 7th Grade 40.0% 50.7% 9.3% 34.8% 54.4% 10.8% 9th Grade 32.0% 55.8% 12.1% 30.5% 56.8% 12.7% 11th Grade 39.6% 51.0% 9.4% 35.2% 55.1% 9.7% Non-Traditional N/R N/R N/R N/R N/R N/R All 37.0% 52.6% 10.3% 33.4% 55.5% 11.1% High Expectations from Teachers and Others (Student Reported) Contra Costa County Percent Race/Ethnicity High Medium Low African American/Black 50.3% 41.9% 7.9% American Indian/Alaska Native 49.0% 41.9% 9.1% Asian 53.0% 42.2% 4.8% Hispanic/Latino 46.5% 45.2% 8.3% Native Hawaiian/Pacific Islander 52.1% 41.5% 6.4% White 55.6% 39.5% 4.9% Multiracial 51.0% 41.9% 7.1% Other 50.3% 42.5% 7.3% Contra Costa County Percent Female Male Grade Level High Medium Low High Medium Low 7th Grade 59.2% 36.0% 4.9% 55.8% 37.8% 6.5% 9th Grade 48.7% 44.9% 6.4% 46.4% 45.0% 8.5% 11th Grade 49.6% 44.2% 6.3% 45.9% 46.7% 7.4% Non-Traditional N/R N/R N/R N/R N/R N/R All 52.4% 41.8% 5.9% 49.4% 43.2% 7.5% ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 22 Meaningful Participation at School (Student Reported) Contra Costa County Percent Race/Ethnicity High Medium Low African American/Black 14.3% 49.6% 36.1% American Indian/Alaska Native 15.3% 57.9% 26.8% Asian 17.0% 57.5% 25.5% Hispanic/Latino 11.3% 50.2% 38.4% Native Hawaiian/Pacific Islander 18.8% 54.2% 27.0% White 18.9% 54.9% 26.2% Multiracial 13.0% 54.2% 32.8% Other 11.7% 55.8% 32.5% School Connectedness (Student Reported) Contra Costa County Percent Race/Ethnicity High Medium Low African American/Black 32.7% 49.3% 18.0% American Indian/Alaska Native 47.0% 36.8% 16.2% Asian 54.9% 37.0% 8.1% Hispanic/Latino 41.2% 46.8% 12.0% Native Hawaiian/Pacific Islander 49.2% 40.5% 10.3% White 60.2% 31.7% 8.1% Multiracial 45.0% 42.0% 13.1% Other 45.9% 42.7% 11.4% Total School Assets (Student Reported) Contra Costa County Percent Race/Ethnicity High Medium Low African American/Black 30.5% 55.8% 13.6% American Indian/Alaska Native 32.3% 51.1% 16.6% Asian 36.7% 53.6% 9.7% Hispanic/Latino 28.4% 55.1% 16.5% Native Hawaiian/Pacific Islander 34.8% 53.6% 11.5% White 41.0% 49.7% 9.2% Multiracial 32.4% 54.8% 12.7% Other 32.0% 54.5% 13.5% ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 23 Contra Costa County Percent Female Male Grade Level High Medium Low High Medium Low 7th Grade 38.7% 51.5% 9.8% 35.1% 54.2% 10.7% 9th Grade 31.0% 54.2% 14.8% 29.8% 55.5% 14.8% 11th Grade 36.1% 50.6% 13.3% 33.3% 53.9% 12.8% Non-Traditional N/R N/R N/R N/R N/R N/R All 35.1% 52.2% 12.7% 32.7% 54.6% 12.8% 5. Expulsions and Suspensions According to the U.S. Department of Health and Human Services and the U.S. Department of Education: “Suspension and expulsion can influence a number of adverse outcomes across development, health, and education. Young students who are expelled or suspended are as much as 10 times more likely to drop out of high school, experience academic failure and grade retention, hold negative school attitudes, and face incarceration than those who are not. While much of this research has focused on expulsion and suspension in elementary, middle, and high school settings, there is evidence that expulsion or suspension early in a child’s education is associated with expulsion or suspension in later school grades. Not only do these practices have the potential to hinder social-emotional and behavioral development, they also remove children from early learning environments and the corresponding cognitively enriching experiences that contribute to healthy development and academic success later in life.” “Expulsion and suspension practices may also delay or interfere with the process of identifying and addressing underlying issues, which may include disabilities or mental health issues. Some of these children may have undiagnosed disabilities or behavioral health issues and may be eligible for additional services, but in simply being expelled, they may not receive the evaluations or referrals they need to obtain services. For example, the source of challenging behavior may be communication and language difficulties, skills that can be improved through early assessment and intervention services. In these cases, appropriate evaluation and follow-up services are critical, but less likely if the child is expelled from the system.” “Finally, expulsions may contribute to increased family stress and burden. In many cases, families of children who are expelled do not receive assistance in identifying an alternative placement, leaving the burden of finding another program entirely to the family. There may be challenges accessing another program, particularly an affordable high-quality program. Even in cases where assistance is offered, often there is a lapse in service which leaves families, especially working families, in difficult situations.” – U.S. Department of Health and Human Services and U.S. Department of Education, Policy Statement on Expulsion and Suspension Policies in Early Childhood Settings (Dec. 10, 2014) Statistics related to suspensions and expulsions with a focus on the “defiance” disciplinary code is included for two reasons. The first is that it shows a huge population disparity related to children and adolescents of color. The second is that as mentioned above, suspensions and expulsions can lead to academic failure, dropouts, and prison; all of which have impact on social determinants related to the health of children and adolescents whose negative affects follow them into adulthood. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 24 Further, as stated by former U.S. Attorney General Eric Holder: “We’ve seen time and again that school districts with high out-of-school suspension rates also tend to have lower-than- average graduation rates. We’ve seen that severe discipline policies often increase the numbers of suspensions and expulsions without effectively making schools safer or creating better learning environments. And we’ve seen that the impacts of exclusionary policies are not felt equally in every segment of the population – with students of color and those with disabilities often receiving different and more severe punishments than their peers.” – Eric Holder, now former U.S. Attorney General: Remarks at the U.S. Department of Justice and U.S. Department of Education School Discipline Guidance Rollout at Frederick Douglass High School in Baltimore, Maryland (Jan. 8, 2014) Moreover, according to the National Education Association: “A suspension can be life altering. It is the number-one predictor – more than poverty – of whether children will drop out of school and walk down a road that includes a greater likelihood of unemployment, reliance on social-welfare programs, and imprisonment.” – The School-to-Prison Pipeline: Time to Shut It Down, NEA Today (Jan. 5, 2015) “Far too many of our most vulnerable students are excluded from class for minor, non-violent behavior, which puts them at great risk for academic failure, dropping out, and an unnecessary journey down the school to prison pipeline.” – Dennis Van Roekel, former President, Let's Stop the School-to-Prison Pipeline (Mar. 13, 2014) Expulsions and Suspensions for Antioch Unified School District Antioch Unified Report (Top Three Groups in Boldface) Ethnicity Defiance Suspensions (In School) Defiance Suspensions (Out School) Other Suspensions (In School) Other Suspensions (Out School) Total Suspensions Defiance Expulsions Other Expulsions Total Expulsions Hispanic Or Latino Of Any Race 377 111 92 418 998 0 5 5 American Indian Or Alaska Native, Not Hispanic 12 4 3 12 31 0 0 0 Asian, Not Hispanic 10 3 3 13 29 0 0 0 Pacific Islander, Not Hispanic 37 8 0 9 54 0 0 0 Filipino, Not Hispanic 5 1 0 21 27 0 0 0 African American, Not Hispanic 902 353 204 1,048 2,507 1 12 13 White, Not Hispanic 143 51 46 200 440 0 2 2 Two Or More Races, Not Hispanic 72 25 17 59 173 0 0 0 ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 25 6. Suicide and Self-Inflicted Injury Seriously considered attempting suicide in the past 12 months Contra Costa County Percent Level of Connectedness to School Yes No High 10.8% 89.2% Medium 19.3% 80.7% Low 33.4% 66.6% Race/Ethnicity Yes No African American/Black 14.9% 85.1% American Indian/Alaska Native 20.6% 79.4% Asian 16.4% 83.6% Hispanic/Latino 17.7% 82.3% Native Hawaiian/Pacific Islander 21.3% 78.7% White 15.3% 84.7% Multiracial 20.6% 79.4% Other 14.9% 85.1% 7. Teen Births Last, it is important to note that as reported by countyhealthrankings.org, there are 18 teen births per every 100,000 female residents ages 15 through 19. B. Adult and Older Adult Health Indicators As a reminder, the social determinants of health for adults and older adults are: • Access to and availability of healthier foods can help adults follow healthful diets. For example, better access to retail venues that sell healthier options may have a positive impact on a person’s diet. These venues may be less available in low-income or rural neighborhoods. • Longer hours, compressed work weeks, shift work, reduced job security, and part-time and temporary work are realities of the modern workplace and are increasingly affecting the health and lives of U.S. adults. Research has shown that workers experiencing these stressors are at higher risk of injuries, heart disease, and digestive disorders. • For older adults, availability of community-based resources and transportation options can positively affect health status. Studies have shown that increased levels of social support are associated with a lower risk for physical disease, mental illness, and death. Antioch Young Adult, Adult, and Older Adult Population by Age and Gender as of 2015 ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 15 Male Population: 49,482 18 and 19 years: 1,687 20 years: 803 21 years: 718 22 to 24 years: 2,138 25 to 29 years: 3,385 30 to 34 years: 3,001 35 to 39 years: 3,229 40 to 44 years: 3,427 45 to 49 years: 3,865 50 to 54 years: 3,683 55 to 59 years: 2,985 60 and 61 years: 968 62 to 64 years: 1,229 65 and 66 years: 625 67 to 69 years: 811 70 to 74 years: 934 75 to 79 years: 671 80 to 84 years: 428 85 years and over: 309 Female Population: 52,226 18 and 19 years: 1,614 20 years: 767 21 years: 714 22 to 24 years: 2,099 25 to 29 years: 3,515 30 to 34 years: 3,345 35 to 39 years: 3,488 40 to 44 years: 3,960 45 to 49 years: 4,159 50 to 54 years: 3,893 55 to 59 years: 3,161 60 and 61 years: 1,066 62 to 64 years: 1,348 65 and 66 years: 679 67 to 69 years: 902 70 to 74 years: 1,168 75 to 79 years: 860 80 to 84 years: 677 85 years and over: 652 The following data from Countyhealthrankings.org give an overview of mortality and national health rankings for Contra Costa adults as of 2017. Please note that this data is countywide. 1. Contra Costa Health Outcomes The Contra Costa County Health Outcomes ranking is 9 out of a possible 57. Category rankings are: Length of Life: 10 with 4,700 premature deaths Quality of Life: 16 with 12% residents with poor of fair health, 3.3% experiencing poor physical health days, 3.5% experiencing poor mental health days, and 7% experiencing low birth weight Health Factor: 9 Health Behavior: 14 and includes the following categories and percent of population affected: Adult Smoking: 11% Adult Obesity: 25% Physical inactivity (adults over age 20): 18% Access to exercise opportunities: 96% County Food environment index (o is worst, and 10 is best): 8.1 Excessive drinking: 18% Alcohol-impaired driving deaths: 28% Sexually transmitted infections (new cases per 100,000 population): 388.4 Clinical Care: 12 with 10% of residents being uninsured The ratio of population to Primary Physicians: 1,020:1; Dentists: 1,210:1; Mental Health Providers: 330:1 34 preventable hospital stays per 1,000 Medicare enrollees 82% monitoring of diabetic Medicare enrollees ages 65 to 75 64% of Medicare enrollees ages 67-69 receiving Mammographic screening ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 27 Social and Economic Factors: 8 and factors include: High School graduation rate: 89% Residents having some college: 69% Unemployment rate: 5.0% Children living in poverty: 13% Income inequality: 4.9% (ratio of household income at the 80th percentile compared to the 20th percentile) Children live in a single parent household: 27% Social Associations: 5.5% (number of social association memberships per every 10,000 residents) Violent Crime: 366 per 100,000 residents Injury deaths: 44 per every 100,000 residents Physical Environment: 9 and factors include: Air Pollution levels at 7.7 average daily density of particulate matter in micrograms per cubic meter 23% of households with at least 1 of four severe housing problems (overcrowding, high housing costs, lack of plumbing facilities, or lack of kitchen) 69% of the population driving to work alone 48% of those commuting alone to work have a commute of more than 30 minutes. Finally, data at healthdata.org shows that at 6.9 per 100,000 residents, Contra Costa females die from self-harm or interpersonal violence at a rate higher than the California state rate of 6.8; and Contra Costa males at 27.5 exceed the California state rate of 25.9. Yet, female life expectancy at 83.8 years in Contra Costa County is higher than the state average of 83.1 years; and the Contra Costa County male life expectancy of 79.4 is higher than the state average of 76.5 years. 2. Contra Costa Health Needs Health Needs Map: The following Health Needs Map1 and diagram offers several points of view of an area’s health status. Each ZIP code is assigned a Community Health Vulnerability Index 1-88 (CHVI). Zip City CHVI Population Uninsured IMR MER MH 94565 Pittsburg/Bay Point 17 89,473 16.0% 5.05 200 192 94509 Antioch 27 63,129 16.0% 4.26 281 231 94531 Antioch 65 39,510 4.0% 4.91 182 152 94561 Oakley 50 39,898 11.0% 3.81 185 169 94513 Brentwood 43 61,820 8.0% 5.23 200 172 A higher CHVI number reflects those areas with the least modeled barriers, or less vulnerability. A lower number in red indicates the areas with a CHVI of less than 50 and have more modeled barriers, or higher vulnerability. We have also listed Infant Mortality Rate (IMR) and Mental Health Emergency Room (MER) & Mental Health Hospitalization (MH) cases/10,000. 1 2012 Contra Costa Health Needs Map: www.healthneedsmap.com 9460194501 94560 94587 94580 94514 94703 94549 94595 94506 94806 94801 94803 94553 94530 94572 94705 94602 94596 94583 94804 94569 94605 94502 94709 94536 94538 94541 94546 94505 94598 94523 94597 94547 94850 94704 94552 94578 94566 94586 94603 94612 94706 94564 9451694609 94606 94702 94539 94588 94568 94610 94707 94582 94521 9452894575 9454494545 94618 94565 94519 94708 94555 94607 94611 94621 94608 94613 9451794563 9451894805 94520 94619 94710 94577 94542 94579 94550 94551 94720 94507 94513 94561 94511 94509 94531 94556 94526 94548 94525 Map data ©2015 GoogleReport a map error Use Slider to fade zip map ER Visits by Cause Asthma Inj. Assault COPD Inj. Self-Inflicted Diabetes Inj. Unintentional Heart Disease Stroke Hypertension Substance Abuse Mental Health Hospitalizations by Cause Asthma Inj. Assault COPD Inj. Self-Inflicted Diabetes Inj. Unintentional Heart Disease Stroke Hypertension Substance Abuse Mental Health Mortality Rates Infant Mortality Rate Health Indicators Choose CHVI Low Birth Weight Life Expectancy Capacity Select County to use for comparisson Alameda Select one or more zips to view Fact Sheets Legend Rank 1-19 20-36 37-54 55-71 72-88 ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 28 We also highlight some of the data above that may help clarify fact versus perception regarding key health indicators that impact community/human capital in the various communities in East Contra Costa. Note that the Waterfront’s biggest city, Antioch is actually a tale of two cities with zip codes that paint starkly different pictures and show the complexity of accurately designing community and human capital development strategies that are specific to the target demographic. Also, the chart allows a comparison between particular areas, such as the City of Brentwood and Antioch’s 94531 zip code for example, to provide fact versus mythology related to perceptions by service providers, residents and officials about these areas. C. Health Determinant Challenges Related to Formerly Incarcerated Individuals Another commonly expressed challenge in East Contra Costa is related to health and wellness services for formerly incarcerated individuals. As the California Department of Corrections reports: “In Contra Costa County, the cities of Richmond, Pittsburg, Concord and Antioch have substantially higher densities of formerly incarcerated people than other areas of the county. Upon release, the reentry population and the communities to which they return face a wide array of challenges.” “The reentry population is in need of health care, housing, employment, income, and a wide range of other services. Unfortunately, the communities to which they return are often the communities least capable of meeting these reintegration needs.” Furthermore, CDCR and county jails do not provide many supports during the reentry process and, consequently, over half (56%) of all people released from CDCR will return within 3 years of their release. The flow of people between these communities and prison and jails destabilizes the communities of return and creates substantial barriers to providing ongoing health, employment, housing and educational services to a population in great need of these services.” In fact, as of 2014, 88% of the county’s reentrants returned to East Contra Costa, with 82 returning to Antioch, 46 to Pittsburg, 25 to Bay Point, 18 to Brentwood, and 17 to Oakley, for a total of 188 individuals. One thing that is accepted by reentry experts across the globe is that health and wellness services needed for successful reentry are more effective when provided through collaborative efforts. Kenyatta Leal of Centerforce and a returned resident said that community based collaboration forces “returned residents to connect with community” and that returned residents are “more likely to respect community if they feel a part of it.” He also said that collaboration “is a basis for real engagement, real wrap-around, and real jobs,” and gives a returned resident “a sense of self-worth that is a diversion from crime.” Without comprehensive health services, including mental health, reentrants often find it almost impossible to overcome barriers to employment, education, and parenting, and will continue to negatively impact economic growth. D. Health Determinant Challenges Related to the Homeless Population in East Contra Costa According to a May 2016 article in the Contra Costa Times, although homelessness in Contra Costa overall decreased 26% over the past 5 years it has significantly increased in East Contra Costa. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 29 The number of identified homeless residents in East Contra Costa jumped from 227 to 301 (32.5%) over the past year with a little over half of them in Antioch. Ironically, there is much less help and support for homeless residents in East Contra Costa than anywhere else in the county. One of the things that became apparent when talking to leaders and stakeholders in East Contra Costa is that this is one of those cases where mythology and perception are inconsistent with facts. Conversations with homeless programs and faith leaders in Brentwood were filled with frustration related to the city’s denial that there is a significant homeless population in the city - left to sleep on the streets and desperately seek food, resources and shelter. LaVonna Martin, Director of Contra Costa Health, Housing, and Homeless Services, reports that East Contra Costa is lacking services and has been for many years. According to Gary Kingsbury, board member of the Contra Costa Homeless Continuum of Care, there is only one shelter in Antioch, with only 20 beds that are reserved for the mentally ill and it serves the entire county. The one in Brentwood, Shepard’s Gate, serves women and children only and can accommodate just 25 individuals. The Development Director for Shepard’s Gate reports that in the five years she has been there she has never seen a time when there was not a wait list. There is no place for the homeless in East Contra Costa to get food or take showers, and because of transportation challenges it is difficult to get to other parts of the county for help. There is no organization doing death assessment or needs assessment of those living on the streets. The only organization that did so until recently has shut down for lack of funding. The most effective homeless program in the county is the New Life Dream Center located on Bethel Island. The county has been reluctant to work with them because they are faith-based. One thing is clear, whether a homeless person resides on the streets or in a shelter, is a senior or a child, a veteran, or a formerly incarcerated individual, their living situation is a severe barrier to health and wellness, and a barrier to health and wellness is a barrier to economic growth and stability and to having a productive and sustainable life. What is extremely concerning is that all we really know about the homeless population in East Contra Costa is that it is growing, since there is no single entity tasked with identifying the categories or the needs of these individuals. This issue must necessarily be a focus for the community and human capital development component of the NWEDI. Individual and Small Group Stakeholder Engagement We have strategically conducted a number of one on one meetings, small group meetings, and site tours and have attended meetings convened by other local community organizations to gather perspectives on the NWEDI, understand needs and service gaps, and confirm information and data from our research. This process has informed our community and human capital development strategy for the NWEDI and helped us engage potential partners and champions, identify collaborative service delivery providers, and determine potential systems alignment for this strategy. We are including below a list of fact-finding interviewees with organizational affiliation as well as relevant notes from larger community meetings convened by Emerald and other local organizations that have informed the three strategy focus area clusters described in section IV of this document. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 30 List of Fact-Finding Interviewees with Organizational Affiliation Contact Affiliation Peggy Berglund, Economic Development City of Brentwood Ron Bernal, City Manager City of Antioch David Biggs, City Manager City of Hercules Fred Blackwell, CEO The San Francisco Foundation Mike Brock, Chief Strategy Officer TBC Dineen Burdick, Intervention Service Coordinator Antioch Unified School District Diane Burgis, County Supervisor District 3 Contra Costa County George Carter, Workforce Services Specialist Contra Costa Workforce Development Board Dr. Henry Clark, Executive Director West County Toxics Coalition Kristin Connelly CEO East Bay Leadership Council/CC Economic Partnership Meryl Craft, Executive Director Future Build/Open Opportunities, Inc. Dwayne Dalman, Economic Development Director City of Oakley Charles Dulac, Field Representative Assemblyman Jim Frazier’s Office Aimee Durfee, Program Director Y& H Soda Foundation Linus Eukel, Executive Director John Muir Land Trust Alissa Friedman, Executive Director Opportunity Junction Alvaro Fuentes, Executive Director Community Clinic Consortium Federal Glover, County Supervisor District 5 Contra Costa County Sharon Goldfarb, Director Nursing Program Los Medanos College Mark Goodwin, Supervisor Burgis Chief of Staff Contra Costa County Gordon Gravelle, Owner Suncrest Homes Patrice Guillory, Director Contra Costa Re-Entry Network/HealthRight 360 Dexter Hall, Vice President/Manager Wells Fargo Bank Natalie Hannum, Dean of Workforce Development Los Medanos College James Head, CEO East Bay Community Foundation Steve Hitchcock, Senior VP and Regional Bank President Wells Fargo Bank Josh Huber, Director of Research & Special Projects Contra Costa Economic Partnership Byron Johnson, Senior Program Officer East Bay Community Foundation Janeesha Jones, Field Representative Congressman Jerry McNerney’s Office Nancy Kaiser, Director of Parks & Recreation City of Antioch Bob Kratochvil, President Los Medanos College Daniel Lau, Manager of Strategic Engagement Build Healthy Places Network Tim Leong, Communications & Community Relations Dir. Contra Costa Community College District Carlos Lopez, Government Relations Director Center for Employment and Training Toody Maher, Executive Director Pogo Park, Inc. Mike McGill, Owner MMS Design Associates EC2 and East Bay EDA Zach McRae, Program Associate The San Francisco Foundation Pat Mims, Site Manager Rubicon Programs, Antioch John Montagh, Economic Development Director City of Concord Julie Neward, General Manager Somersville Town Square Brian Nunnally, Economic Development Coordinator City of Concord Patience Ofodu, Business Services Manager Contra Costa Workforce Development Board Nancy Ortberg, CEO TBC Christina Radcliffe, Economic & Community Dev. Director City of Martinez Kwame Reed, Economic Development Director City of Brentwood Erica Rodriguez-Langley, District Director Assemblyman Jim Frazier’s Office Johnny Rodriguez, Executive Director One Day at a Time (ODAT) Lillian Roselin, Executive Director John Muir/Mt. Diablo Community Health Fund Tim Russell, Program Director Renaissance Entrepreneurship Center Bob Sanchez, Director of Student Services Antioch Unified School District Colleen Sanchez, Prospects Cont/Alt High School Principal Antioch Unified School District Zach Seal, Economic Development Coordinator City of Martinez Kolette Simonton, Economic Development Director City of Pittsburg Bret Sweet, Program Manager Renaissance Entrepreneurship Center Len Turner, CEO Contractors Resource Center David Twa, County Administrator Contra Costa County Bob Uyeki, CEO Y& H Soda Foundation Gus Vina, City Manager City of Brentwood Krista Vossekuil, Development/Communications Manager John Muir Land Trust Donna Van Wert, Executive Director Contra Costa Workforce Development Board David Wahl, Workforce Development Manager Los Medanos College Holland White, Supervisor Glover’s Special Projects Aide Contra Costa County Landon Williams, Senior Director Anchoring Communities The San Francisco Foundation Sean Wright, Mayor City of Antioch Fred Wood, Chancellor Contra Costa Community College District Allan Young, Entrepreneur and Investor Piedmont Partners Group Ventures Lizeht Zepeda, Economic Development Program Manager City of Antioch ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 31 Relevant Notes from Community Meetings Convened by Local Organizations Antioch Economic Development Commission: (October) The Commission heard from Iris Archuleta of Emerald HPC International and discussed the Northern Waterfront Economic Development Initiative (NWEDI) and its importance to the economic growth, viability and enhanced quality of life of the City of Antioch and the region. The Commission is in the process of developing strategic actions to support economic development focus areas identified in Antioch’s Strategic Management Plan. The Commission is supportive of potential NWEDI goals of promoting and leveraging competitive advantages and assets along the waterfront; developing job training opportunities in high growth industry clusters; creating supply-chain entrepreneurial opportunities for small businesses; expanding existing businesses, growing start-ups, and attracting new businesses that foster middle-wage jobs; and utilizing the skilled work force already in the region that now must commute out of the area to their jobs. Commissioners: Joseph Adebayo, Rick Fuller, Robert Kilbourne, Rick Fuller, Tim McCall, Tracey Nix, and Ty Robinson. Keith Archuleta serves as Commission Chair. EC2 Economic Development Summit: (October) The Economic Development Summit hosted by EC2 (East Contra Costa) focused on the importance of creating local jobs and taking commuters off the roads, building economic vitality in the region, and moving goods from the Northern Waterfront to the Central Valley. Darien Louie, East Bay EDA (Economic Development Association), and Gurbaz Sahota, (CALED) talked about regional development cooperation and what local governments can do to support business growth and job creation. East Contra Costa cities and county economic development leaders - Pittsburg (Kolette Simonton), Brentwood (Kwame Reed), Oakley (Dwayne Dalman), Antioch (Ron Bernal), and Contra Costa County (John Kopchik) – talked about economic development strategies being implemented in the region, including creating a corridor of opportunity to the east, focusing on light industrial land use and commercial development, developing entrepreneurial training opportunities, engaging in joint marketing efforts, and participating in the Northern Waterfront Economic Development Initiative (NWEDI). Randy Iwasaki, Contra Costa Transportation Authority, Donna Van Wert, Workforce Development Board of Contra Costa County, and Josh Huber, East Bay Leadership Council/Contra Costa Economic Partnership, talked about regional transportation and infrastructure improvements, goods movement, job creation, and workforce development. Kelly Kline, Fremont Economic Development Director/Chief Innovation Officer, talked about the role of local government as a catalyst for economic development. Ed Del Baccaro, Transwestern, talked about economic, demographic, and technology trends impacting commercial/industrial development and job creation. Contra Costa Housing Town Halls (November) Sponsored by the California Endowment and co-sponsored by the Ensuring Opportunity Campaign to End Poverty in Contra Costa and the Multi-Faith ACTION Coalition, Housing Town Halls were convened to discuss the impact of the affordable housing crisis in Contra Costa and explore possible solutions. The most pressing housing needs identified by communities in Northern Waterfront regions (Supervisorial Districts 3, 4, and 5) were long-term housing with services (i.e. for those who need support with mental health and substance use issues), preventing displacement of low-income communities and communities of color, more affordable housing for all income levels, and tenant protections. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 32 The top barriers getting in the way of local housing needs being met included a lack of public education on the root causes of homelessness and housing instability, insufficient funding dedicated to affordable housing, and NIMBYism (Not In My Back Yard) attitudes. Participants would like to see an increase in funding dedicated to affordable housing, such as a countywide housing bond; more funding for homeless services; and resident advocacy in support of affordable housing. Participants included Sharon Cornu, Non-Profit Housing Association (NPH); Tamisha Walker, Antioch resident and Safe Return Project; Sean Wright, Antioch Mayor; Mary Rocha, former Antioch Mayor; Gloria Bruce and Sophia DeWitt, East Bay Housing Organizations (EBHO); Rich Carlston, Walnut Creek Mayor; Toni Robertson, CoCoKids; Laura Simpson, Concord Planning and Housing Manager; John Eckstrom, Shelter Inc.; Dan Hardy, Resources for Community Development (RCD); Pam McGrath, Pittsburg resident and SparkPoint Site Coordinator; Dick Duncan, Martinez resident; and Doug Leich, Multi-Faith ACTION Coalition. Bay Area Asset Funders Network: (November) The Bay Area Asset Funders Network convened a discussion on “Poverty and Health: Contra Costa Perspectives and Innovations,” sponsored by the California Wellness Foundation. The meeting focused on how family income and assets strongly correlate to health outcomes and how social factors such as access to employment and quality of built environment play a role in individual health, chronic disease, and life expectancy. Participants included: Lillian Roselin, John Muir/Mt. Diablo Community Health Fund; Aimee Durfee, Y& H Soda Foundation; Lorena Martinez-Ochoa, Contra Costa Health Services; Katie Wutchiett, Legal Aid at Work; Alissa Friedman, Opportunity Junction; Lavonna Martin, County Homeless Housing; Daniel Lau, Build Healthy Places Network; Kathryn Davis, Balance (formerly Consumer Credit Counseling Services); Padmini Parthasarathy, California Wellness Foundation. Faith and Community Leaders Convening: (January) Meeting convened and facilitated by Emerald HPC International of faith and community leaders with Nancy Ortberg and Mike Brock of TBC to discuss East Contra Costa needs and points of potential collaboration among the faith community and local business, government, nonprofit, and community leadership. Participants included: Michael Bell, Pastor, Antioch Christian Center; Ron Bernal, Antioch City Manager; Lamont Francies, Pastor, Delta Bay Church of Christ; Carrie Frazier, Rua’h Community Outreach; Dexter Hall, Wells Fargo Bank; John Hastings, The Anchor Program; Delano Johnson, Bay Point All-N-One, Inc. (Fruit of the Spirit Community Church); Jelani Killings, Pittsburg City Council; John Kopchik, representing Contra Costa County Supervisor Federal Glover; Carlos Lopez, Center for Employment and Training (CET); Michael Pitts, HealthRight 360 Reentry Network; Drew Robinson, Oakley and Antioch Community Volunteer; Lillian Roselin, John Muir/Mt. Diablo Community Health Fund; Kirkland Smith, Pastor, Grace Bible Fellowship Church; Paul Taylor, former Pastor Antioch Christian Center; Len Turner, Turner Group Construction; Chris Williams, Pastor, The Church at Antioch; Monica Wilson, East Contra Costa Women’s Leadership Initiative; Sean Wright, Antioch Mayor. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 33 III. Key Principles Related to Community & Human Capital Development Emerald HPC International promotes a hybrid approach to economic and community revitalization in order to go beyond traditional economic development strategies. A hybrid approach simultaneously uplifts and builds the capacity of residents (individual-based) and addresses the economic needs of neighborhoods and the whole community (place-based). We promote community and human capital development as the core of an economic development strategy that includes revitalization best practices that focus on investing in pathways to prosperity, such as strengthening career ladders to middle wage jobs, growing the local economy with a focus on middle wage work, and improving the economic security for workers who are now in lower wage jobs. This is done by investing in projects that foster business retention and expansion, entrepreneurship, and ownership opportunities to create jobs; job-focused skills training in high-demand occupations and industries; and support services to remove barriers to resident employment and wealth building. The scope of work assigned to each focus area cluster and the broad collaborative activity related to this Conceptual Framework reflects our Overarching Principle that: social, community, and human capital development must be a core part of any sustainable strategy for economic development and revitalization. In addition to this overarching principle, we have adopted these four Macro Principles: of economic development and revitalization: • Economic development and revitalization should increase standards of living • Economic development and revitalization should reduce inequity • Economic development and revitalization should promote and encourage sustainable resource use and production • Economic development and revitalization should improve the health status of the community In addition to these macro principles, we have adopted seven widely accepted Guiding Principles of economic development and revitalization: • Deliberately investing in impact and accountability • Practicing partnership • Thinking globally, engaging regionally, and acting locally • Building on community assets (strengths) • Building community and human capital capacity • Moving with deliberation and urgency • Sustaining community ownership and commitment “Social Capital,” plainly stated, is the network of relationships among people who live and work in a particular society, enabling that society to function effectively. Harvard University’s John F. Kennedy School of Government offers another very exciting and compelling definition of social capital. In our opinion it offers the best vision of hope and sustainability created by this kind of comprehensive, collaborative venture. The central premise is as follows: “Social networks have value. Social capital refers to the collective value of all social networks, (who people know), and the inclinations that arise from these networks to do things for each other, creating norms of reciprocity.” ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 34 The development of and engagement with existing regional social capital through this effort will come through the intentional alignment of existing service organizations, training programs, faith organizations, funders, officials, advocates and initiative partners and clients. Designing and implementing a community and human development focused strategy for the NWEDI requires an understanding and acceptance of three important considerations: First, understanding and messaging the workforce needs of current and future waterfront businesses is important, but moot unless we have identified credible training and workforce development partners. Second, business development must include both small business start-ups in sectors where we are experiencing workforce leakage out of the region and incubation of small business entrepreneurs and support for supply chain business expansion in key industry sectors where contractor relationships can be developed with larger corporations and local government. Assets such as a full-service small business incubator and a “Contractors Resource Center” would support entrepreneurs living in the broader waterfront region, taking them off the highway and contributing to the local economy. We know that when local businesses are thriving their owners spend locally, which drives the demand for products and services locally, and in turn creates more need for workers who are able to live, work and spend locally. Finally, partners must be identified who are credible, have significant track records and are willing to assist with the development of resources needed to insure long-term engagement, sustainability, and impact. There must be a willingness on their part to engage hard-to-serve and vulnerable populations including homeless, prison re-entrants, veterans, young adults, and under-educated residents. The following section describes the three focus area clusters and identifies partners and possible outcomes related to not only their ability and willingness to participate, but also the potential for the creation of interlocking roles that will lead to sustainable collaboration. IV. Strategy Focus Areas Clusters The NWEDI Community and Human Capital Development Strategy is composed of three clusters with multiple sub-components. The focus area clusters are described as: • Small Business Incubation and Support for Existing Business Expansion • Workforce Training and Enhanced Partnerships with Education • Strategic Regional Partnerships that Include Barrier Removal Services In addition to the cluster title, focus and goal and proposed scope of work for each cluster, we also outline how each cluster’s purpose is interlocked with the purposes of the other clusters to form a comprehensive and sustainable initiative. 1. Small Business Incubation and Support for Existing Business Expansion Cluster This focus area includes: • Support for the expansion and growth of existing businesses • Incubation of and investment in new business development in emerging industries; construction sciences and trades; and areas of professional leakage This cluster is designed to increase the sustainability and support the expansion of existing businesses that can increase livable wage jobs in middle skill occupations. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 35 The cluster is also designed to attract talented entrepreneurs, new innovative industries, and the support of investors to the waterfront region. New business development and business expansion efforts will prioritize industries with the highest potential synergies with the local and regional workforce, market, and industry base. Bioscience/health/medicine, technology/engineering, construction sciences and trades; and consulting/professional services are at the top of that list; but, also important are industries such as business and financial operations, arts, design, entertainment, sports, and media – all reported in the Milken study as part of the talent leakage out of the region. It is within this cluster that we have the opportunity to see a new way forward for economic growth along the Waterfront by actively and aggressively promoting and giving support to entrepreneurship and innovation. The Milken study points out how these are critical drivers of growth in a knowledge- based economy. Through local innovation, we can give birth to new industry and technologies that will create and enhance the region’s core competitiveness. Entrepreneurs play a critical role in the commercialization of new technologies. Key waterfront cities have the potential to build an entrepreneurial and innovative environment that can play a huge role in reducing the reliance of Contra Costa on external resources and help develop our growth. We can not only put local residents in our target census tracts to work in livable wage jobs, we can also give local professionals employment opportunities in the city where they live. For example, our research tells us that the average commute for residents living in the Antioch 94531 zip code is an hour and a half one way. Giving this population employment options here in Contra Costa would create a market for new businesses and amenities closer to home. It would also support a sense of community and create an opportunity for better youth supervision during the work-week, because when parents are able to work closer to home, they can leave the house later in the morning and return home earlier. A study done in Antioch by former Antioch Police Chief Jim Hyde on behalf of the Youth Intervention Network showed that most incidents involving youth happen between the hours of 3:00 and 7:00 before commuting parents are able to get home. This is no small issue when discussing economic revitalization along the Northern Waterfront because it addresses quality of life and safety concerns which are both important issues for business owners and entrepreneurs. As mentioned earlier, the HPC process requires not only identifying issues related to a project or initiative, but also validating and invalidating those issues through research and exploration. This includes validating or invalidating assumptions about partnerships and service provision. 2. Workforce Training and Enhanced Partnerships with Education Cluster This focus area includes: • Support for resident job training and local job placement in livable wage jobs in high demand middle skill occupations coordinated and aligned with employers' needs • Partnerships between workforce training providers and educational institutions to create and strengthen career pathways and workforce education and training opportunities for local residents This cluster is designed to increase the support for resident job training and local job placement in livable wage jobs within high demand middle skill occupations. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 36 This cluster is also designed to build collaborative partnerships between workforce training providers and educational institutions in order to create career pathways and a matrix of workforce education and training opportunities to connect residents middle and high skill jobs in the waterfront region. Although workforce training is commonly known and articulated by many experts, CMAP, an award- winning planning organization in Illinois sums it up well by saying: “A well-educated, well trained, and highly skilled workforce may be the most important ingredient to strengthen our economy and ensure a high quality of life in our region.” This equally applies to the work of the NWEDI and validates the critical importance of this cluster. According to CMAP: “Education not only builds a skilled workforce, it also provides social, civic, and personal development. Inequitable access to high-quality education contributes to achievement gaps across racial, ethnic, and economic lines and to the decline of student achievement across the U.S. compared to other industrialized nations. Creating skilled workers for an economy that is constantly changing will require strategic investments and better education and workforce development programs, which must be coordinated and aligned with employers' needs.” We add to that narrative the importance of a high quality labor market study that is specific to the region being cultivated. “While providing access to college should remain a high priority, the majority of jobs will continue to require more than a high school diploma but less than a four-year degree, making education beyond high school increasingly essential. With labor shortages in critical industries such as health care and freight, our community colleges, workforce boards, and occupational training institutions must provide specialized workforce training.” Contra Costa has effective training programs as well as employers and community colleges that can work together to create collaborative venture opportunities to bring additional training partners to the region, expand opportunities and increase capacity to build the regional workforce. As the economy and technology rapidly evolve, many workers will need to learn new skills and match those skills to jobs — often retraining multiple times throughout their careers. Yet, our workforce development system is often difficult for workers to navigate with its numerous programs, initiatives, and funding sources. “Too often graduates find their skills do not match job requirements because education and workforce training don't adapt quickly enough, especially for fast-growing industries. The lack of coordination between these systems often leaves employers' needs unmet as well.” We have an opportunity through the NWEDI to create a much needed effective, adaptable and superior system of cooperation, coordination and collaboration that will ensure that workers gain skills that match employers' needs, and in turn, attract businesses to the area while helping to stabilize and grow the capacity of existing businesses. Interlocking Relationship with the Small Business Incubation and Support for Existing Business Expansion Cluster Business development and workforce training work hand and hand and are vitally necessary for the success of one another. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 37 What is not often realized is how each has a shared responsibility and set of priorities related to internships and other applied work-experience opportunities for students, formerly incarcerated individuals (both youth and adult), and residents transitioning from homelessness, unemployment, or other challenges to self-sufficiency. Addressing issues in these areas are critical for improving a city’s business climate to grow existing and attract new businesses as well as for getting skilled residents off the highway and working locally. For Example: Addressing Particular Issues with Regard to Reentry: Of particular concern with respect to re-entry is a focus on changing the safety and economic climates of the target census tracts while simultaneously creating employer and trainer outreach and visibility. Studies show that this balance is critical. Briefly, as reported by a study, commissioned by the U.S. Office of Justice Programs: “Returning to a more disadvantaged neighborhood was associated with higher risks of absconding and returning to prison for a technical violation, a lower risk of being arrested, and more adverse labor market outcomes, including less employment and lower wages.” Cumulative exposure to disadvantaged neighborhoods was associated with lower employment and wages but not related to recidivism. Returning to a more affluent neighborhood was associated with a lower risk of being arrested, absconding, and returning to prison on a technical violation, and more positive labor market outcomes, including greater employment and wages. Being employed substantially reduced the risk of all recidivism outcomes, but there was no evidence that employment mediated the association between neighborhoods and recidivism. Taken together, these results suggest that the neighborhoods parolees experience during parole were strong predictors of recidivism and labor market outcomes, but there is not a simple answer to the question of what neighborhood characteristics constitute "risky" environments for parolees. Finding employment after being incarcerated can be an important step in a former inmate's reintegration into the community. Yet this is frequently one of the most difficult tasks former offenders undertake. Survey results suggest that between 60 and 75 percent of ex-offenders are jobless up to a year after release. Most employers are reluctant to hire applicants with criminal records. National Institute of Justice (NIJ)-funded research has shown that most employers are reluctant to hire applicants with criminal records. In a study conducted in New York City, for example, a criminal record reduced the likelihood of a callback or job offer by nearly 50 percent (28 percent for applicants without a criminal record versus 15 percent of applicants with a record). The negative effect of a criminal record was substantially larger for black applicants. The penalty for having a criminal record by white applicants was about half the size of the penalty for black applicants with a criminal record. Employment prospects improve when applicants interact with the hiring manager. In the New York City study, employment prospects for applicants with criminal records improved when applicants had an opportunity to interact with the hiring manager, particularly when these interactions elicited sympathetic responses from the manager. Although individual characteristics of employers were significant, the researchers concluded that personal interaction between the applicant and prospective employer was in itself a key factor in a successful hiring. This is one important reason why strategic partnerships with industry, business and philanthropic partners will be discussed later in this document. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 38 All trainees in the Small Business Incubation and Support for Existing Business Expansion cluster can use their skills to fulfill licensing and certification requirements by assisting with hands-on projects such as building and installing park equipment, constructing facilities for organic farming, building temporary shelter for trainees; and restoring and building out sites to be used for small business incubation and training sites. As discussed, we know that this type of human capital development will enhance workforce development, help reduce crime, and empower members of the community engaged in the training programs to make permanent improvements to their communities while developing the skills and workforce capacity that is important to existing businesses and new employers where they live. Further, as the owner of a business, we at Emerald know all too well how stressful it is to take your entrepreneurial dream from vision to reality. It is also too often the case that, whether starting a business or re-entering the workforce, mental, preventative, and primary healthcare are not being prioritized or being flat out ignored by clients. The next cluster we will discuss, the Strategic Regional Partnerships that Include Barrier Removal Services cluster, will work closely with philanthropic, mental health, preventative, and primary care organizations to make these services available to the entrepreneurs involved in the incubator, as well as to the workforce trainees who are restarting their lives and developing careers. And more than just being made available, participants will be encouraged to engage these services when needed. 3. Strategic Regional Partnerships that Include Barrier Removal Services Cluster This focus area includes: • Build and support strategic regional partnerships to reach hard to serve populations; remove barriers to health, employment, job training, housing, reentry, family reunification, and educational services; and increase equitable access to health and wealth opportunities and participation in the local economy While researching, identifying issues and developing a strategy for developing the community and human capital in the Northern Waterfront region, the interest in collaborative engagement, service delivery and support has been encouraging and inspiring. Thought Partners from the Business, Faith, Health, Investment and Philanthropic Communities Anytime an agency, city county, business state or any other entity embarks upon an initiative to improve economic conditions through community and human capital development, it is critical that partners who have a stake in the initiative’s success and who have developed track records of accomplishment in their areas of expertise must be at the table and engaged in helping build, message and fund components of the work. Several key thought partners engaged in conversation with us about the NWEDI are: Dan O’Brien – Former Area President for Northern California, Shea homes As an example of the value of effective and passionate thought partners, we were fortunate to have had Mr. Dan O’Brien from Shea homes join our team during the building and execution of the East Contra Costa Health/Wealth Initiative as a thought partner. He shares a genuine passion for community, business development, job creation, and an effective collaborative initiative’s ability to introduce, inspire, and train youth and young adults in preparation for great careers in the construction sciences and trades as employees and/or entrepreneurs. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 39 The experience and passion Dan brought to the table was invaluable and resulted in the financing and launching of the Building Industry Technology Academy (BITA) curriculum for transitional age students into the Antioch Unified School District. The BITA program can be viewed at: https://www.youtube.com/watch?v=aCZRJ_8-aZw. BITA is a multi-year high school program in the construction trades. Core academic standards and skills are integrated into the construction curriculum, providing students the connection between the technical skills and their academic classes through hands-on training, project-based learning, field trip experiences, and internships. There were 125 students enrolled in BITA during the 2017 school, and many of them were placed in summer jobs. Allan Young – Tech Entrepreneur, Venture Capital Investor, Incubator Founder Allan is a venture partner at Piedmont Partners Group (PPGV), a private equity group that has invested in clean energy, healthcare and technology. With PPGV, he sources and manages opportunities in the technology sector and is generally looking for companies with $20M to $100M in revenue. Allan’s specialties are entrepreneurship, management, financial analysis, intellectual property law, marketing and sales, software project management and product development. He is co-founder of LaunchHear, a company that introduces new and unreleased consumer products to a private invitation- only network of digital influencers. He is also a managing director of a seed stage fund called Topline Capital which has invested in technology companies building solutions in senior healthcare, artificial intelligence, virtual reality and cloud infrastructure. Moreover, Allan is the founder of both Runway, one of Silicon Valley’s and San Francisco’s largest technology incubators, and TopLine, the biggest technology and startup incubator in the East Bay, and the only one in existence with a built-in marketing and sales accelerator. Different from other incubators that cater only to small and early stage startups, TopLine is designed for startups to scale their team revenues and customer service operations. We have had several meetings about the NWEDI and he is interested in further exploration, including working with bank Community Reinvestment Act (CRA) officers to partner on investments into growing businesses that need capital in order to grow and create local jobs along the waterfront. We will be conducting follow-up meetings between Allan and potential NWEDI partners. Nancy Ortberg, CEO, and Mike Brock, Chief Strategy Officer, of TBC – Silicon Valley TBC (Transforming the Bay for Christ) is a non-profit organization started by Pat Gelsinger in 2013 with several leaders from the faith, business, and tech communities who had begun to gather and dream about how people of faith could work together to make life better for every person in the Bay Area—physically, educationally, relationally and spiritually. Mr. Gelsinger is CEO of VMware, a $4.6 billion Silicon Valley technology company. In 1979, at the age of 18, he was recruited from a 2-year technical school in Pennsylvania to join Intel as a technician in quality assurance. While working full-time, he used Intel’s college tuition reimbursement program to complete his BSEE at Santa Clara and went on to Stanford where he earned a master’s degree in electrical engineering and computer science. At age 31, he was appointed the company’s youngest Vice President and a few years later as its first Chief Technology Officer. He worked at Intel for 30 years as one of its top executives. In 2010 he became the Chief Operating Officer at EMC located in the Boston Area. In the fall of 2012 he came back to Silicon Valley to join VMware as its CEO and now donates ½ of his salary annually to the work of TBC. We had the privilege of meeting with Nancy Ortberg, CEO, and Mike Brock, Chief Strategy Officer, of TBC – Silicon Valley and then facilitating a meeting with them and more than 20 members of the faith community who live, work and worship in the waterfront region and who are church, business government, community and service provider leaders. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 40 The discussion centered on East Contra Costa needs and points of potential collaboration among the faith community and local leadership. It was an amazing and energetic discussion and will be on going. Lillian Roselin, Executive Director - John Muir/Mt. Diablo Community Health Fund The John Muir Mt. Diablo Community Health Fund has been given a community benefit mission of creating lasting health and health care improvements for people in central and east Contra Costa communities who are uninsured or underinsured, have limited access to health care, are most at risk for poor health, and are most likely to experience disparities in health care. Since their inception, their most valuable contribution has been fostering the start-up and expansion of sustainable health care programs and services that achieve this mission. Their Guiding Principles are: • Valuing Diversity: We seek to award our grants to organizations that respond to and reflect the rich diversity of the local communities and people residing in central and east Contra Costa County. • Valuing Connections: We seek to develop and participate actively in partnerships with organizations and people who share our health-related mission. • Building Capacity: We are committed to investing in the administrative and governance capabilities of nonprofit organizations, as well as the capacity of these organizations to help the people they serve. • Valuing Learning: We practice and promote continuous learning by being open to new ideas and different points of view, and by promoting best practices for managing and governing nonprofit organizations. We have found Lillian to be an open, enthusiastic, knowledgeable and deeply invested in finding new and effective ways of implementing the foundation’s mission. She is an active thought partner, and is currently in discussion with us about opportunities to support the NWEDI’s objectives related to workforce development within the heath care industry and to support East Contra Costa veterans and the elderly. Bob Uyeki, CEO – The Y & H Soda Foundation Guided by their founders’ values and Catholic social teaching, the Y&H Soda Foundation strives to practice: • Stewardship - We seek to be accountable to the legacy of our Founders by deploying our resources effectively and efficiently in service to the community. • Partnership - We commit to working with others, drawing together the best resources of our communities to advance our shared mission. • Learning - We listen to others, gather and share knowledge, and improve our work as informed by our experience. • Integrity - We strive to honor our mission, values, and commitments in all that we do. • Compassion - We are concerned for the most vulnerable members of our community and work to ensure that all persons may share in the blessings of society and contribute to the common good. • Dignity - We respect and appreciate the dignity and strengths of each individual and seek to build upon these gifts to create a more caring community in the East Bay. • Innovation - We imagine, seek out, and support the leaders, ideas, and relationships that will strengthen and transform our communities. Conversations with Bob have already led to valuable insight, advice, and an introduction to other potential stakeholder partners. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 41 Sharon Goldfarb, Los Medanos College (LMC) Nursing Program The LMC Registered Nurse (RN) Associate Degree Program in Nursing requires two academic years beyond completion of prerequisite courses. Designed to prepare qualified graduates to practice nursing in entry-level positions, the focus is on learning the healthcare needs of all ages in medical, surgical, obstetric, pediatric and psychiatric settings. In addition to classroom theory and skills practice, clinical experience is provided in a variety of Bay Area medical centers and health care agencies. Director Sharon Goldfarb shared with us several very important facts. The first is that nationally there is a shortage of RNs of nearly 800,000. Second, many of the RN students at Los Medanos live in East Contra Costa and would prefer to intern and give back in the cities where they live. Sharon has a vision of a nurse’s clinic in East Contra Costa. A local RN clinic would enhance the internship opportunities and potentially help community health-minded RN graduates find meaningful employment and contribute to the communities where they live. Not only could this potentially open up employment opportunities for graduates, but according to Sharon, the economic impact would also be significant since nursing careers are now the number one employment vehicle for moving from poverty to self-sufficiency. This effort could in fact create a pipeline of providers in East Contra Costa. Sharon has expressed a genuine interest in exploring this opportunity. We are involved in on-going meetings with relevant stakeholders to explore these opportunities and are having deeper conversations about resources, capacity, assets, collaboration, shared space, physical locations, strategies, obstacles; opportunities, and timelines. Dexter Hall – Wells Fargo Bank Over the last year we had several meetings with Dexter Hall, Vice-President/District Manager for Wells Fargo Bank, who shared with us his deep interest in community revitalization along the Northern Waterfront. He developed an understanding about the potential for the NWEDI in the area of entrepreneurialism and was involved in several conversations with Bret Sweet and Len Turner about the incubation of new businesses in partnership with Oakley, Antioch, Pittsburg, and Brentwood and the possibility of establishing a micro-loan fund to support entrepreneurs. Before leaving the Bay Area for an assignment with Wells Fargo near his home in Texas, Dexter introduced us to the Senior Vice President of Wells, Steve Hitchcock, and facilitated a meeting for us to brief Steve on the community and human capital development strategy of the NWEDI. Steve has expressed his support for this effort and is interested in continuing to explore the possibility of establishing a micro-loan fund to support entrepreneurs through a business incubator. Pat Mims, Site Manager - Rubicon Programs, Antioch The mission of Rubicon Programs is to transform East Bay communities by equipping people to move out of poverty by developing assets, income, wellness, and connections. Rubicon also has offices in Richmond. We have met with Pat Mims and discussed the importance of a focus on the re-entry population. Job training, job placement, and entrepreneurial opportunities are critical for the re-entry success of returning citizens. Rubicon is placing a priority on returning citizens who are veterans. He is interested in partnering with the NWEDI through Rubicon’s 3-year coaching relationship with their clients. This would create the ability to turn warm hand-offs into employment after job training with on-going mentoring. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 42 Johnny Rodriguez, Executive Director – ODAT One Day At a Time (ODAT) was founded in 1997 by Johnny Rodriguez, to help turn around the lives of young men and women that are at high risk of becoming involved with violence or gangs. ODAT provides youth with a supportive network of peers, opportunities for academic and personal growth and exposure to impactful experiences. By enhancing leadership skills, providing guidance and developing trusting relationships, ODAT empowers youth with the confidence and life skills to make better choices and lead positive lives. Johnny is interested in partnering with the NWEDI on job training efforts focused on youth and working more closely with school districts across the waterfront to connect families to holistic services and workforce and training opportunities for families identified through the AUSD Youth Intervention Network (YIN), ODAT, and other youth serving organizations. City Police Chiefs, Contra Costa County District Attorney - Diana Becton’s Office, and Contra Costa County Probation Conversation, collaboration and the collective development of messaging with these departments are critical to community and human capital development strategies because restoring and maintaining a sense of wellbeing, safety, quality of life and pride in target census tracts contributes to attracting businesses, sparking entrepreneurial energy and attracting an educated workforce. We have had a brief initial conversation with District Attorney - Diana Becton and a more thorough meeting has been scheduled. We have begun these individual conversations with the others listed above and will invite these key stakeholders to informational meetings as the Conceptual Framework is implemented. Alvaro Fuentes, Executive Director - The Community Clinic Consortium The Community Clinic Consortium, established in 2004, provides representation and support to 26 non-profit community health center sites and their patients in Contra Costa and Solano counties. The Consortium advocates for funding and policy changes that help health centers meet the diverse health care and social service needs of about 200,000 patients annually; serves as a local resource for clinic staff, clients and the community; and supports the involvement of communities in developing a responsive health care system. Alvaro is very interested in the health-related components of the community development work and also in helping to engage and mobilize community support for the community and human capital development strategy of the NWEDI. Dwayne Dalman, Economic Development Director - City of Oakley; Kwame Reed, Economic Development Director - City of Brentwood; Ron Bernal, City Manager - City of Antioch; Lizeht Zepeda, Economic Development Program Manager - City of Antioch; Nancy Kaiser, Director of Parks & Recreation - City of Antioch; Kolette Simonton, Economic Development Director - City of Pittsburg; John Montagh, Economic Development Director - City of Concord; Brian Nunnally, Economic Development Coordinator - City of Concord; Christina Radcliffe, Economic and Community Development Director - City of Martinez; Zach Seal, Economic Development Coordinator - City of Martinez; David Biggs, City Manager - City of Hercules We will continue to meet with these individuals to discuss the Conceptual Framework and next steps for their cities in the area of community and human capital development. Federal Glover, County Supervisor District 5; Holland White, Supervisor Glover’s Special Projects Aide; Diane Burgis, County Supervisor District 3; Mark Goodwin, Supervisor Burgis’ Chief of Staff; David Twa, County Administrator; John Kopchik, Director of Conservation and Development; and Amalia Cunningham, Economic Development Director for the County. We will meet with these County officials to discuss the Conceptual Framework and next steps for its implementation. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 43 V. Initiative Oversight/Management & Fund Development As discussed throughout this document, the NWEDI Community and Human Capital Development Strategy has been designed such that partners strategically interlock with one another for optimal impact in specific areas related to desired outcomes. At the same time, they provide critical infrastructure needed to sustain and boost the effectiveness of the other clusters. By doing this, the three clusters are dynamically linked and form a powerful collaborative effort with the potential to transform not only the targeted census tracts along the waterfront, but also the entire county. Data-Driven, Outcomes-Based Methodology The projected impact of this strategy includes attracting businesses to the waterfront region by increasing the skilled and trained workforce so that it impacts the capacity, expansion and sustainability of existing businesses; increases regional employment; reduces poverty; increases revenue generation; and improves infrastructure, health, entrepreneurialism, crime reduction, neighborhood revitalization, and the image of the Northern Waterfront when being evaluated by businesses, corporations and new residents seeking areas of economic vibrancy and opportunity. We are honored to be working in partnership with Craft Consulting on the NWEDI. Craft’s role includes articulation of the economic opportunities being created and helping to tell the story through research, projections and the development of a strategic plan for the industry side of the initiative. Collaborative Approach We have designed a collaborative approach because it allows for concerted and intentional engagement, the creation of interlocking roles for sustainability, and shared accountability for outcomes that have been mutually agreed upon. Having these interlocking roles and mutual accountability memorialized in writing will support funding opportunities and create the bases for effective fiscal agency and strategy implementation. Project Implementation As we move forward towards adoption of the Conceptual Framework and then implementation, we are faced with two key issues. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 44 The first is that physical locations for entrepreneurial and training centers not already located in the region must be secured. We have been in discussions with city officials and others about potential space. Once the County accepts this strategy for community and human capital development, we will move forward with negotiations and MOU development. The second issue is management of the launch and on-going implementation of this framework. Both are issues that are critical to the success of the community/human capital development portion of the NWEDI. As a result of initial discussions, tours of possible locations and initial conversations with potential funders and investors, we are confident that securing the right locations or funding will not be a barrier to implementation. We are in discussions with partners regarding revenue generation and mutually beneficial resource sharing and with financial institutions, foundations and investors about direct funding and investment into modeling the human/community development strategy. As we prepare to assist with coordination of major grant proposals to foundations for build-out and implementation of this community/human capital development strategy, we are having preliminary budget discussions with potential partners with the very clear understanding that implementation is not within the scope of Emerald’s current contract with the County. However, in the spirit of full disclosure we will be actively exploring funding sources so that once our contract obligations are completed with the County we can work with funders and a fiscal agent to oversee the implementation of the community/human capital development strategy we have designed. Fiscal Management of the Community/Human Capital Development Component of NWEDI It is clear through discussions with funders that although there is genuine interest in receiving and potentially approving funding proposals for a comprehensive and collaborative approach to NWEDI community/human capital development, fiscal agency and partner coordination and outcomes monitoring and reporting will need to happen through a credible and experienced fiscal agent. We have had several in-depth discussions with Kristin Connelly, Executive Director, and Josh Huber, Director of Research and Projects, of the Contra Costa Economic Partnership (CCEP), about the possibility of fiscal agency and coordination of the community/human capital development portion of the NWEDI. The CCEP is a 501C3 organization, founded in 1995 by business and civic leaders to engage business, government, and civic leaders in the areas of land use, workforce, and infrastructure to retain and create quality jobs for Contra Costa and enhance the region’s quality of life. Once a fiscal agent is identified, funding for this role will be included in grant proposals for the Community/Human Capital Development component and allow the fiscal agent to contract with an entity to assist with the development and management of the collaborative portion of the work. Justification for recommending this approach comes from advice and concerns expressed by stakeholders and foundations during our research and exploration. The most commonly stated advice, comments, and concerns regarding the Community/Human Capital Development component of the NWEDI going forward are as follows: 1. There is consensus of appreciation among stakeholders and partners for the role that Supervisor Glover and the County Board of Supervisors collectively have played as visionaries that saw the need for revitalization of the Northern Waterfront and, therefore, acted as the initial convener that coordinated the bringing together of partners and leadership under a common vision and funded the fact-finding process and development of an effective collaboration and set of strategies. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 45 2. Collaborative engagement of the waterfront cities must not be or appear to be controlled or directed by the County. Instead, the County must continue to support the acquisition of neutral expertise through a collaborative process of team-building among partners that includes: a. Identifying subject-matter expertise from among the cities for the purpose of putting together a collaborative that can be organizationally managed by a fiscal agent. b. Creating interlocking roles between cities and the county based on subject-matter expertise and staff involved from waterfront cities based on individual and collective focus that minimizes competitiveness and reinforces a spirit of collaboration and cohesiveness. c. Memorializing the interlocking roles in the form of signed MOUs that include scope of work and projected outcomes. d. There must be a strategically coordinated effort to produce, broadly announce, and celebrate some immediate (short-term) collective wins. e. John Kopchik should remain involved and be the collaborative team member representing the County, along with Amalia Cunningham, the newly hired Economic Development Director for the County. Interlocking Roles As we discussed earlier in this document, relationships will not be left to chance. Interlocking roles should be identified within each cluster for the purpose of expanding the capacity of individual stakeholders as well as enhance the relationships between clusters. These conversations and verbal agreements should be used to draft MOUs once the Conceptual Framework has been accepted by the County. Those MOUs will then be discussed by stakeholders to affirm or make necessary changes prior to acceptance. Once MOU language and interlocking roles are explicitly described and agreed upon and signed, the language in the MOUs will be managed by the coordinating entity/fiscal agent. VI. Outcomes Measurement & SROI Memorializing and managing goals, projected outcomes, and how they will be measured will be an important component of the fiscal agent’s work. The broad projected outcomes include: 1. Evidence in the target census tracts over time that shows the neighborhoods are becoming a more desirable place to live 2. Physical amenities are improved in areas where partners start up training programs and incubators 3. Building and waterfront characteristics are upgraded as a part of hands-on construction/carpenter training projects and wealth accumulation of residents is increased 4. Training opportunities and variety of training options are increased and result in an increase in local employment in areas of labor leakage 5. Crime stats show a significant reduction in violent and property crimes because of an increase in employment and community revitalization projects 6. Social capital and collaboration is significantly increased and evidenced by the establishment of and participation in local community organizations and efforts ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 46 It is important to note here that the initial phase of the community and human capital development strategy should prioritize and target particularly impoverished and traditionally problematic and visible census tracts along the waterfront. This is why we have focused the initial strategy on the eastern end of the Northern Waterfront. Goals and projected outcomes, and how they will be measured, will be an important component of implementation and fund development. It is important to us that we do not promote assumptions, biases or fears based on false narratives, silos, competition or stereotypes about ethnic groups, communities, and census tracts and that we set additional goals and reassess current goals and outcomes based on factual, current, and relevant data. Therefore, working with the right stakeholder/planning team will help us further dissect and understand root causes underlying the stats, studies, and community perceptions. Outcomes Measurement Emerald favors using community/human capital development outcome measures designed by the World Economics Forum with some of our own variations as follows: There are three guiding concepts underlying the second edition of the World Economics Forum Human Capital Index (WEFHCI). The first is a focus on learning and employment outcomes. Our variation includes not only pipeline education outcomes, but also training program completion, job placement and business launch success related to small business incubation strategies that place an emphasis on learning how to operate and grow successful businesses. Businesses that launch and hire employees within a year of launch would also be measured. The goal is to provide a snapshot of where targeted areas and demographics have turned the dial with regard to developing and increasing the human capital potential of residents across all backgrounds and ages. The second is a focus on demographics. We agree completely with the WEFHCI approach that, whenever possible, create an index that takes a “generational view and disaggregates indicators according to five distinct age groups, highlighting issues that are unique or particularly crucial for the human capital development of each cohort.” The third is the practice of holding all community/human capital component partners to the same standard, and assessing all outcomes with respect to their “distance to the ideal” set of outcomes. By establishing an absolute measure of performance, the index allows for both intra- and inter- program/strategy comparisons year-to-year. We agree with the WEFHCI that, “human capital is not a one-dimensional concept and can mean different things to different stakeholders.” In the business world, human capital is the economic value of an employee’s set of skills. To a policymaker, human capital is the capacity of the population to drive economic growth. Below are charts that illustrate an example of what the WEFHCI looks like when applied to global evaluation. Emerald customizes this model to accommodate the scope, size, and projected outcomes related to initiatives we design for community/human capital development. ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 47 ©2018 Emerald HPC international, LLC High Performing Communities Framework™ (HPC) 48 Social Return on Investment (SROI) In addition to traditional methods of measuring outcomes, community and human capital development requires calculating Social Return on Investment (SROI) in order to show impact that is generally broader in nature and typically more sustainable. An abbreviated definition of SROI can be stated as: Social Return On Investment (SROI) is an impact assessment approach that incorporates social, environmental, financial and economic values in management of and decision-making on (social) business investments. The method assigns monetary values to results, also to the non-tangible non- financial results. In this case, it would be economic outcomes associated with increases in resident quality of life and the impact of that increase on the Northern Waterfront. SROI analyses the changes that stakeholders experience as a result of an investment. In general terms, investment means the use of capital in the expectation of creating future benefits. These benefits can be of a financial as well as non-financial nature; they may include material as well as intangible benefits. VII. Final Thoughts To create a plan that carries a shared vision and common ground through an interactive process, your team must absolutely, completely, and stubbornly avoid “habitus.” Habitus is public enemy #1 in any planning process. Habitus is a compilation/field of behaviors, history, beliefs, attitudes, and practices that support the continuation, maintenance and empowerment of biased thinking surrounding a problem or issue. Habitus acts as a strong catalyst for resistance to change. In other words, it is the stuff that fuels silos, irrational fears, prejudice, exclusion, inflexibility, and negative competition. However, fact-finding as a key element of the planning process helps reduce the power of habitus. Fact-finding helps fight habitus and fuels a credible strategy and approach that will draw support, wider acceptance, spark excitement, and get results. NWEDI has an opportunity to change health, education, and economic outcomes in Contra Costa County for all residents, including English learners, people living in poverty and low wage work, youth who are disengaged, homeless people, formerly incarcerated people, people of color, veterans, residents commuting long hours, and recent immigrants. It’s totally possible with the right strategy. To do so would be amazing and have a transformative impact on the community dynamics and quality of life of the Northern Waterfront. NORTHERN WATERFRONT ECONOMIC DEVELOPMENT INITIATIVE APPROVAL OF STRATEGIC ACTION PLAN ACCEPTANCE OF CONCEPTUAL FRAMEWORK FOR HUMAN CAPITAL NEXT STEPS BOARD OF SUPERVISORS JAN. 22, 2019 •Refresher on the Initiative; •Receive presentations from consultants on two recent work products, the Strategic Action Plan and the Conceptual Framework for Human Capital; •Review next steps for implementation proposed by staff. Before the Board today: At one time, this region was the industrial heart of the entire Bay Area –the Bay/Delta served as raw material, disposal system, and transportation corridor What is the Northern Waterfront? An economic development partnership and jobs strategy along the northern edge of Contra Costa County, from Hercules to Brentwood. Many economic cycles later, we have some very strong legacy industrial businesses, some obsolete buildings or vacant sites, and a growing need to give our residents workplaces closer to home. Strategic advantage: location! Capital of the Northern California Mega -Region TM Research Reports and Technical Memos Strategic Action PlanPublic & Stakeholder Meetings 200+ Action Team, working groups, and more: Staff and consultants received input and feedback about direction and research, exchanged information, shared ideas. 7 Completed by consultants Craft Consulting, Emerald HPC, and County staff, all on our website (start at CoCoBiz.us). 1 Weaves together everything as a menu of options for cities to implement singly or in groups. Work Program Since 2013 Guided by the County Board of Supervisors NW Ad Hoc Committee, Supervisors Glover and Burgis (previously Piepho) Northern Waterfront Economic Development Initiative (NWEDI) Conceptual Framework Building High Performing Waterfront Communities: An Effective Model for Community and Human Capital Development in the Contra Costa Northern Waterfront Region Presented by: Keith and Iris Archuleta Emerald HPC International, LLC Contra Costa Board of Supervisors Meeting Tuesday,January 22, 2019 Northern Waterfront Human Capital and Community Development Strategy Small Business Incubation and Support for Existing Business Expansion Strategic Regional Partnerships that Include Barrier Removal Services Workforce Training and Enhanced Partnerships with Education http://www.emeraldhpc.com/hpc-process.html Human Capital and Community Development Strategy EAST CONTRA COSTA PILOT: (BAY POINT, PITTSBURG, ANTIOCH, BRENTWOOD, OAKLEY) The human capital/community development strategy emphasizes expansion of existing businesses and opportunities for local entrepreneurs to hire more employees, create supply chain companies, and/or become subcontractors. We are now working with over 150 stakeholders, residents and families, thought partners, and service organizations that are helping to inform implementation of this strategy through interconnected partnerships that can address the needs and leverage the opportunities that exist in this region. Regional Collaborative Network: Referrals, Outreach, Resources, and Barrier Removal Services INTERCONNECTED PROJECTS AND PARTNERS Small Business Incubation and Support for Existing Business Expansion Strategic Regional Partnerships that Include Barrier Removal Services Workforce Training and Enhanced Partnerships with Education • Reentry Network System of Services • Meals on Wheels Diablo Region • La Clinica/VFW Veterans Health Initiative • Food Bank/LMC Food Closet • Community Clinic Consortium • Youth Intervention Network • ODAT • Community Connect •County Services for Homeless and Foster Youth • CHD • Rubicon Programs • Spark Point • Faith Community • STS Academy • Bay Point All N One • Rua’h Community Outreach • First 5 • CC Child Care Council • Bay Area Legal Aid • Wells Fargo Bank • Piedmont Partners Group/MET • Contra Costa Community College District • LMC Entrepreneurial & Career Tech • Opportunity Junction • Future Build • Adult Ed • High School Pathway Programs • Building Industry Technology Academy (BITA) • East County Business-Education Alliance Renaissance Entrepreneurship Center IT Biz: Cisco Systems Training & Job Placement Hope Closet Family Harvest Farm – John Muir Land Trust Contractors Resource Center • SBDC • Workforce Development Board • Employer Advisory Committee • Labor/Trades • Chambers of Commerce • Downtown Associations • East Bay Leadership Council • Contra Costa Economic Partnership • The Four Cities •Contra Costa County Northern Waterfront Strategic Action Plan Presentation to the Contra Costa County Board of Supervisors By Gary Craft, Craft Consulting, January 2019 “What We’ve Heard” (Frequently Mentioned Issues) •Concerns for employment, environmental, health, and social issues •Desire for clean and green 21st century jobs •Need for jobs paying livable wages •Need to train people for these jobs •Need to respect the environment and Quality of Life Vision: To build an environmentally sustainable regional economy and communities with equitable access to quality job opportunities and economic participation for all residents. Mission Statement: The NWEDI endeavors through collective action to improve the economic prosperity and quality of life for local residents by building and maintaining an environmentally sustainable regional economy that enhances the health and prosperity of local communities, strengthens local tax bases, and supports the growth of 21st century advanced manufacturing firms. Vision and Mission Target Industries Biomedical Clean Technology Food Processing/ Agriscience Advanced Transportation Technologies Strategic Focus and Examples of Implementation Actions Goal 1: Develop a Sustainable Inclusive Regional Economy •Facilitate existing and emerging industry clusters through meet- ups, specialized training, etc. •Encourage sustainable industries Goal 2: Build a Globally Competitive Workforce •Provide industry-led training to help local residents acquire skills leading to middle-income careers Goal 3:Enhance Regional Competitiveness •Invest in regional goods movement infrastructure •Explore establishment of an Innovation District Goal 4: Promote Innovation & New Business Formation •Develop regional business retention & expansion program •Encourage the development of maker spaces •Develop incubators/accelerators/co-working spaces Goal 5: Attract New Business Investment via Regional Branding •Develop a unique regional brand and market the region •Strategically recruit businesses in target clusters Strategic Focus and Examples of Implementation Actions Ideally aligned with timing of a Northern Waterfront public forum, a marketing event to promote the region’s economic activity Engage partner cities in MOU discussions Covering collaborative economic development projects as a working group Add SAP projects to work program & budget Priority on projects most important to the working group, those most within our span of control, and those with most replicability to overall County econ dev goals Return to Board later this year to approve MOU Next Steps Moving from planning to implementation Subject to Board approval today A commitment to revitalize Contra Costa County’s Northern Waterfront into a 21st century economic asset Contra Costa County Northern Waterfront The Northern Waterfront Economic Development Initiative   Introduction The Northern Waterfront Economic Development Initiative (NWEDI) is a multi-pronged economic, workforce, and community development strategy for revitalizing the economy in Contra Costa County’s northern edge, between Highway 4 and the Carquinez Strait/ San Joaquin River. NWEDI was started to improve the economic opportunity and quality of life for residents—a major impetus was to give residents access to good jobs with better commutes. The NWEDI accomplishes this mission by actively working to keep and grow manufacturing jobs in the Northern Waterfront, with a focus on emerging clean sectors. Environmental sustainability is another impetus. The Initiative relies on a collaborative team approach. The cities of Antioch, Brentwood, Concord, Hercules, Martinez, Pittsburg, Oakley, and the unincorporated communities of Rodeo, Crockett, Port Costa, Clyde, Pacheco, and Bay Point are considered part of the Northern Waterfront. Collaboration among these partners will effectively address the workforce development, infrastructure investment, environmental sustainability, and regional competitiveness necessary to improve the region’s economic prosperity and quality of life. 1. Develop a Sustainable, Resilient, Inclusive Regional Economy 2. Create a Globally Competitive Workforce that Meets Industry Needs and Supports the Expansion of the Advanced Manufacturing Sector 3. Create a Business Environment that Allows Manufacturing Firms to Flourish and Expand 4. Facilitate New Business Formation and Entrepreneurship in the Manufacturing Sector 5. Establish a Regional Brand Identity to Attract New Business Investment 6. Encourage Existing Business Expansion and Small Business Incubation 7. Enhance Workforce Training and Partnerships with Education 8. Build Strategic Regional Partnerships that Include Barrier Removal Services Eight goals aim to revitalize the Northern Waterfront as a vibrant 21st century regional economy. Initiative’s Goals NWEDI Target Industries  Industrial development came early to the Northern Waterfront beginning in the late 1800s. Manufacturing grew to become the dominant employment sector by the mid-1900s. By 1962, almost 40% of the county’s workforce was employed in manufacturing. Today less than 6% of the workforce is employed in the manufacturing sector. As manufacturing employment declined, the region was left with older neighborhoods, aging infrastructure, and pockets of poverty and unemployment in its wake. The physical development of the area, which began over 100 years ago, was based on a different model for manufacturing and goods distribution, one that was well suited to the infrastructure and building types of the time. Declining investment in infrastructure and facilities over the past several decades has reduced the Northern Waterfront’s ability to remain competitive as a working waterfront. Today, the question faced by local governments is how best to adapt this older industrial area to meet the needs of modern advanced manufacturing firms. Background Historically, the Northern Waterfront provided access to water transportation for shipping, inexpensive land, and a cheap source of power. These assets attracted large-scale industrial plants that produced explosives, chemicals, petroleum, sugar, cement, lumber, silver, lead, and steel products. These resource-based industries formed the basis of the Northern Waterfront’s economy during the late-19th and early-20th centuries. The building now occupied by C&H Sugar predates the Carquinez Bridge!  The Planning Process NWEDI oversight is through a Board of Supervisors ad hoc committee comprised of the two Board members whose districts constitute most of the Northern Waterfront area. 2013 - 2017 Identify the Problem In early 2013, the County Board of Supervisors launched an initiative to engage stakeholders along the Northern Waterfront, from both the private and public sectors, who are concerned about its economic future. The stakeholders could share information and exchange ideas about the emerging trends and issues affecting the Waterfront with a specific focus on how maritime and landside transportation influences the Northern Waterfront’s current and future economic prospects. Six cities (Hercules, Martinez, Concord, Pittsburg, Antioch, and Oakley) were engaged stakeholders from the beginning, while the City of Brentwood was welcomed to the partnership in 2018. Initial activities included analytical assessment of the Northern Waterfront which culminated with a report titled “Revitalizing Contra Costa’s Northern Waterfront: How to be Competitive in the 21st Century Global Economy”, published in January 2014. A Northern Waterfront Atlas was published as a companion piece in February 2014. The Northern Waterfront Initiative Forum was held on January 10, 2014, where stakeholders from the public and private sector came together to discuss the economic revitalization of the Northern Waterfront.. Policy themes that emerged from that meeting became the topic of intense study and stakeholder involvement for the next couple of years. Since then, goals, objectives, and proposed actions have been developed in a pair of guiding plans, the Strategic Action Plan and the Human Capital Framework. Both lay out proposed actions to be taken by the County, participating cities, Workforce Development Board, community based organizations, and other key partners and stakeholders. The implementation phase kicked off in 2019. Analysis Public Input and Review Action Plan Implementation 2018 and beyond NWEDI The Strategic Action Plan GOAL #1 | Develop an Environmentally Sustainable, Resilient, Inclusive Regional Economy Strengthen the Northern Waterfront as a premier location for advanced manufacturing Expand local economic opportunities for all residents Sample Implementation Actions: Form a Manufacturing Innovation District Conduct a Regional Goods Movement Transportation Study GOAL #2 | Create a globally competitive workforce to meet industry needs and support the expansion of the advanced manufacturing sector Align workforce training with industry needs Assist residents with employment barriers secure jobs leading to sustainable wages and benefits Attract and train the next generation of workers for the advanced manufacturing sector GOAL #3 | Create a business environment that allows manufacturing firms to flourish and expand Minimize the loss of jobs while facilitating the expansion of existing businesses Strengthen industry clusters that have the greatest potential for expanding the Northern Waterfront’s economy The Northern Waterfront Economic Development Initiative sets out a common vision, realistic goals, and specif opportunity for all residents, and improve the quality of life for local communities. The Strategic Action Plan includes an Implementation Program, which includes expected outcomes, timeline, es Sample Implementation Actions: Industry-led roundtables Provide upskills to incumbent workforce Encourage employers to attract and train next generation of workers in the target industries (career clusters in H.S. and colleges, work-based learning opportunities, outreach programs, expand/strengthen existing industry-led partnerships) Sample Implementation Actions: Support entrepreneurship via the Makers Movement & Makerspaces Industry cluster analysis (mapping, supply chain, key drivers, industry meet-ups, cluster-driven branding & promotions, etc.) NWEDI GOAL #4 | Facilitate new business formation and entrepreneurship in the manufacturing sector Cultivate an entrepreneurial environment that fosters innovation and new business formation GOAL #5 | Establish a regional brand identity to attract new business investment Promote the Northern Waterfront as a competitive location for business and industry Utilize targeted development incentives to support business retention, expansion, and attraction fic strategies that can be implemented over the next 20 years to grow the local economy, expand economic stimated budget, and potential funding sources in order to offer a clear path for execution of each strategy. Sample Implementation Actions: Investigate models for incubators: e.g. an Advanced Manufacturing Incubator/Accelerator, non-profit cleantech accelerator, a Commercial Kitchen Food Incubator Facilitate local companies/start-ups acquiring intellectual property/tech transfer via local universities & labs; work with tech transfer offices or staff to raise awareness of NW location opportunities Sample Implementation Actions: Create a globally recognized brand identity for the Northern Waterfront (brand development, marketing program, materials & tools to support it including online and collateral) Strategically recruit businesses in the target clusters, using brokers, industry associations (trade shows & other events), supply chain vendors, etc. SMALL BUSINESS INCUBATION AND SUPPORT FOR EXISTING BUSINESS EXPANSION WORKFORCE TRAINING AND ENHANCED PARTERNSHIPS WITH EDUCATION STRATEGIC REGIONAL PARTERSHIPS THAT INCLUDE BARRIER REMOVAL SERVICES Support for the expansion and growth of existing business Incubation of and investment in new business development in emerging industries Support for resident job training and local job placement in livable wage jobs in high demand middle skill occupations coordinated and aligned with employers' needs Partnerships between workforce training providers and educational institutions to create and strengthen career pathways and workforce education and training opportunities for local residents Build and support strategic regional partnerships to reach hard to serve populations; remove barriers to health, employment, job training, housing, reentry, family reunification, and educational services; and increase equitable access to health and wealth opportunities and participation in the local economy Community and Human Capital Development Strategy This enhances the region’s core competitiveness and reduces talent leakage out of the region. The strategy will put local residents to work in livable wage jobs and give local professionals employment opportunities in the city where they live (current average commute for residents living in the Antioch 94531 zip code is an hour and half one way). We have an opportunity through the NWEDI to create a much needed effective, adaptable and superior system of cooperation, coordination and collaboration that will ensure that workers gain skills that match employers' needs, and in turn, attract businesses to the area while helping to stabilize and grow the capacity of existing businesses. The NWEDI will require close work with philanthropic, mental health, preventative, and primary care organizations to make these services available to the entrepreneurs involved in the incubator, as well as to the workforce trainees who are restarting their lives and developing careers. By adopting a regional economic development strategy, the Northern Waterfront has the potential to become a more attractive location, capable of capturing its share of the Bay Area’s projected growth in manufacturing employment. By acting collectively, decisively, and strategically, local policy-makers have a unique opportunity to develop the Northern Waterfront into a 21st century economic asset. NWEDI “I see the revitalization of the County’s Northern Waterfront as vital to anyone concerned with economic development in Contra Costa County… I believe if we act as a regional group, we can wield more influence than if each of us tried to act alone. The Northern Waterfront is one of the County’s greatest economic assets, but underutilized. I want to change that.” Supervisor Federal D. Glover, District 5 “The Northern Waterfront partnership is a great resource to build regional economic growth. It captures the spirit of Contra Costa, with cities and the county moving forward together.” Supervisor Diane Burgis, District 3 January 2019 Draft Prepared by: Department of Conservation and Development Contra Costa County www.CoCoBiz.us  Contributors: Craft Consulting Emerald HPC, LLC City of Antioch City of Brentwood City of Concord City of Hercules City of Martinez City of Oakley City of Pittsburg RECOMMENDATION(S): APPROVE appropriation adjustment 5043 in the amount of $150,000, and AUTHORIZE the Auditor-Controller to reduce the General Fund Reserve by that amount and transfer those funds to the Department of Conservation and Development for the removal of inoperable RVs in areas of Contra Costa County. FISCAL IMPACT: Up to $150,000 from County General Fund reserves for unfunded mandates. BACKGROUND: Contra Costa County has become plagued with inoperable RVs. Faced with complaining residents and health concerns, County officials are faced with removing dozens of RVs from residential neighborhoods. Currently Abandoned vehicles (including RVs) are a problem managed jointly by the Department of Conservation and Development (DCD) and the Sheriff's Department. DCD has authority to tow when the RV is located on private property and the Sheriff has authority when it is in the right of way. There are insufficient funds available to remove/dispose of these vehicles. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Lisa Driscoll, Finance Director (925) 335-1023 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Robert Campbell, County Auditor-Controller, Lavonna Martin, Homeless Coordinator, John Kopchik, Director of Conservation and Development, David Livingston, Sheriff-Coroner D. 9 To:Board of Supervisors From:Supervisors John Gioia and Federal D. Glover Date:January 22, 2019 Contra Costa County Subject:Release of Reserves for Removal of Inoperable RVs from Areas in Contra Costa County BACKGROUND: (CONT'D) > Supervisors are requesting that up to $150,000 in general fund reserves be allocated to the Department of Conservation and Development code enforcement division on an as needed basis for removal and disposal of these vehicles. It is anticipated that each vehicle removed will cost approximately $3,000. This will be a joint effort between DCD and the Sheriff to clear out the current problem RVs. DCD will receive the funds and reimburse the Sheriff for their portion of the expense. CONSEQUENCE OF NEGATIVE ACTION: Funds will not be appropriated for removal of inoperable RVs. CLERK'S ADDENDUM Status report requested in September, 2019. ATTACHMENTS TC24/27_5043 RECOMMENDATION(S): ADOPT Traffic Resolution No. 2019/4481 to establish preferential parking (permit parking) between 7 AM and 4 PM, Monday through Friday (excluding holidays and permit excepted) on Circle Drive (Road No. 3845CA), beginning at the intersection of Newell Avenue (Road No. 3844A) and extending southeasterly to its terminus, as recommended by the Public Works Director, Walnut Creek area. (District II) FISCAL IMPACT: No fiscal impact. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Monish Sen, 925.313.2187 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 1 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:Establish preferential parking (permit parking) on Circle Drive (Road No. 3845CA), Walnut Creek area. BACKGROUND: Public Works Staff was contacted by a resident requesting permit-parking on Circle Drive due to ongoing parking by Las Lomas High School students and other non-residents. Public Works Traffic Engineering staff responded by conducting a site visit assessment confirming the parking issue, and determined that the request merited further investigation and met the criteria established for preferential parking privileges allowed under County Ordinance Code Chapter 46-10. The assessment resulted in Public Works staff preparing and sending survey petition letters to adjacent neighbors to determine if support for this parking designation existed. Public Works subsequently received confirmation in the form of a large majority of residents responding positively to the petition indicating support for the designation of permit-parking on the public roadway. Therefore, Public Works Traffic Engineering recommends establishment of permit parking on Circle Drive. CONSEQUENCE OF NEGATIVE ACTION: Parking will remain unrestricted at this location. AGENDA ATTACHMENTS TR 2019/4481 MINUTES ATTACHMENTS Signed:Traffic Resolution No. 2019/4481 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Traffic Resolution on January 22, 2019 by the following vote: AYES: NOES: ABSENT: TRAFFIC RESOLUTION NO. 2019/4481 ABSTAIN: Supervisorial District II SUBJECT: Establish preferential parking (permit parking) on Circle Drive (Road No. 3845CA), Walnut Creek area. The Contra Costa Board of Supervisors RESOLVES that: Based on recommendations by the County Public Works Department's Transportation Engineering Division, and pursuant to County Ordinance Code Section 46-10 “Preferential Parking”, the following traffic regulation is established: Pursuant to Section 22507 of the California Vehicle Code, parking is hereby declared to be prohibited between 7 AM and 4 PM, Monday through Friday (excluding holidays and permit excepted) on Circle Drive (Road No. 3845CA), beginning at the intersection of Newell Avenue (Road No.3844A) and extending southeasterly to its terminus, Walnut Creek area. MS:sr Orig. Dept: Public Works (Traffic) Contact: Monish Sen, 313-2187 cc: California Highway Patrol Sheriff Department TRAFFIC RESOLUTION NO. 2019/4481 I hereby certify that this is a true and correct Copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: David Twa, Clerk of the Board of Supervisors and County Administrator By , Deputy RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute an agreement to reimburse MNCVAD-IND Richmond CA LLC for roadway improvements that are to be funded with North Richmond Area of Benefit Fees, in accordance with the County’s Traffic Fee Credit and Reimbursement Policy and Government Code Sections 66484 through 66489, North Richmond area. (District 1) DETERMINE that the County’s reimbursement for the improvements excludes dedications, setbacks, improvements, and traffic mitigation measures required of MNCVAD-IND Richmond CA LLC ’s development by ordinance or local standards. FISCAL IMPACT: 100% North Richmond Area of Benefit fees. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Mary Halle, (925) 313-2327 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 2 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:Reimbursement Agreement w/MNCVAD-IND Richmond CA LLC for Fred Jackson Way Traffic Calming Improve. & right turn pocket on Parr Blvd., N. Richmond area BACKGROUND: Development Permit (DP) 16-3023 was approved by the Department of Conservation and Development on December 20, 2016, to construct two commercial buildings totaling 171,630 square feet and 216 auxiliary parking spaces in the North Richmond area. Pursuant to Condition of Approval (COA) #25 in DP 16-3023, the applicant/developer shall construct one offsite truck traffic calming improvement as identified within the August 24, 2016, Preliminary Truck Traffic Calming Assessment for the North Richmond neighborhood. MNCVAD-IND Richmond CA LLC has chosen, in consultation with County staff, to construct offsite roadway improvements along Fred Jackson Way to satisfy COA #25. This includes traffic calming devices on Fred Jackson Way to deter semi-truck traffic from taking residential routes. Similarly, MNCVAD-IND Richmond CA LLC will construct a dedicated westbound right turn lane on Parr Boulevard at the Richmond Parkway to satisfy COA #24 and Mitigation Measure Traffic-5 per the Mitigated Negative Declaration, which has been approved for this project. The Public Works Department intends to require similar traffic calming improvements in the area by future developers in the industrial area of North Richmond to assure each new development adequately mitigates the potential increase in truck trips through the center of North Richmond. The right turn pocket from westbound Parr Boulevard to the Richmond Parkway will further deter future truck trips in the core of North Richmond by easing congestion approaching Richmond Parkway. A Mitigated Negative Declaration indicating no significant environmental impacts was prepared for the project and was filed with the County Clerk on December 20, 2016. In January 2018, MNCVAD-IND Richmond CA LLC paid the full amount of fees – $903,615 – as required under the Area of Benefit (AOB) fee ordinance for the North Richmond AOB, Ordinance No. 2017-22. Since the Public Works Department has a Traffic Fee Credit and Reimbursement Policy (Policy) for the North Richmond AOB (AOB), which was approved by the Board of Supervisors on June 5, 2007, and the truck traffic calming and additional intersection improvements are on the North Richmond AOB project list and are intended to be installed utilizing the fees collected for the North Richmond AOB, MNCVAD-IND Richmond CA LLC is entitled to reimbursement of the offsite roadway improvement costs in excess of its fee obligations, as provided for in the Policy. As stated in Exhibit “A” of the agreement, the reimbursement agreement obligation is effective for a base period of ten years (forty quarters) from the date that the first payment is made under the agreement. CONSEQUENCE OF NEGATIVE ACTION: Approval of the reimbursement agreement will allow for improvements to be constructed sooner than expected. RECOMMENDATION(S): ADOPT Resolution No. 2019/20 accepting completion of landscape improvements for subdivision SD13-09315, for a project being developed by Shapell Industries, Inc., a Delaware Corporation, as recommended by the Public Works Director, Danville area. (District II) FISCAL IMPACT: No fiscal impact. BACKGROUND: The developer has completed the landscape improvements in accordance with the Title 9 of the County Ordinance Code. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Randolf Sanders (925) 313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Jocelyn LaRocque- Engineering Services, Randolf Sanders- Engineering Services, Alex Lopez - Engineering Services, Trixie Gothro - Design & Construction, Chis Lau - Maintenance, Chris Hallford -Mapping , Shapell Homes, a Division of Shapell Industries, Inc., Liberty Mutual Insurance C. 3 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:Accepting completion of landscape improvements for subdivision SD13-09315, Danville area. CONSEQUENCE OF NEGATIVE ACTION: The completion of improvements will not be accepted. AGENDA ATTACHMENTS Resolution No. 2019/20 MINUTES ATTACHMENTS Signed: Resolution No. 2019/20 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 01/22/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/20 IN THE MATTER OF accepting completion of landscape improvements for subdivision SD13-09315, for a project being developed by Shapell Industries, Inc., a Delaware Corporation, as recommended by the Public Works Director, Danville area. WHEREAS, these improvements are approximately located near Charbray St. and Enderby St. The Public Works Director has notified this Board that the landscaping improvements for subdivision SD13-09315, have been completed without the need for an agreement with Shapell Industries, Inc., a Delaware Corporation, heretofore approved by this board. NOW, THEREFORE, BET IT RESOLVED that the landscaping improvements for subdivision SD13-09315 have been completed as of January 22, 2019. BE IT FURTHER RESOLVED that the landscaping improvements for subdivision SD13-09315, are ACCEPTED AS COMPLETE, and that there is no warranty and maintenance period required. Upon approval by the Board of Supervisors, the homeowners association shall retain the landscape improvements for maintenance. Contact: Randolf Sanders (925) 313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Jocelyn LaRocque- Engineering Services, Randolf Sanders- Engineering Services, Alex Lopez - Engineering Services, Trixie Gothro - Design & Construction, Chis Lau - Maintenance, Chris Hallford -Mapping , Shapell Homes, a Division of Shapell Industries, Inc., Liberty Mutual Insurance RECOMMENDATION(S): ADOPT Resolution No. 2019/10 approving and authorizing the Public Works Director, or designee, to execute the Deferred Improvement Agreement for minor subdivision MS16-00002, for a project being developed by Cynthia Erb and Gordon C. Erb, Alamo area. (District II) FISCAL IMPACT: No fiscal impact. BACKGROUND: This Deferred Improvement Agreement is required by Condition of Approval No. 46 of minor subdivision MS16-00002. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Randolf Sanders (925)313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Jocelyn LaRocque- Engineering Services, Randolf Sanders- Engineering Services, Craig Standafer- Engineering Services, Trixie Gothro - Design & Construction, Chis Lau - Maintenance, Renee Hutchins - Records, Karen Piona- Record, Mike Mann- Finance, Cynthia Erb & Gordon C. Erb C. 4 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:Approve Deferred Improvement Agreement along Hemme Avenue for minor subdivision MS16-00002, Alamo area. CONSEQUENCE OF NEGATIVE ACTION: The Deferred Improvement Agreement will not be approved and recorded. AGENDA ATTACHMENTS Resolution No. 2019/10 Deferred Improvement Agreement (Project MS16-0002) MINUTES ATTACHMENTS Signed: Resolution No. 2019/10 Recorded at the request of:Clerk of the Board Return To:Public Works - Simone Saleh THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 01/22/2019 by the following vote: AYE:John Gioia, District I SupervisorCandace Andersen, District II SupervisorDiane Burgis, District III SupervisorKaren Mitchoff, District IV SupervisorFederal D. Glover, District V Supervisor NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/10 IN THE MATTER OF approving and authorizing the Public Works Director, or designee, to execute the Deferred Improvement Agreement for minor subdivision MS16-00002, for project being developed by Cynthia Erb and Gordon C. Erb, as recommended by the Public Works Director, Alamo area. (District II) WHERE AS, the Public Works Director has recommended that he be authorized to execute the Deferred Improvement Agreement with Cynthia Erb and Gordon C. Erb, as required by the Conditions of Approval for minor subdivision MS16-00002. This agreement would permit the deferment of construction of permanent improvements along Hemme Avenue, which is located in the Alamo area. NOW, THEREFORE, BE IT RESOLVED that the recommendation of the Public Works Director is APPROVED. Contact: Randolf Sanders (925)313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Jocelyn LaRocque- Engineering Services, Randolf Sanders- Engineering Services, Craig Standafer- Engineering Services, Trixie Gothro - Design & Construction, Chis Lau - Maintenance, Renee Hutchins - Records, Karen Piona- Record, Mike Mann- Finance, Cynthia Erb & Gordon C. Erb RECOMMENDATION(S): ADOPT Resolution No. 2019/9 approving the Stormwater Management Facilities Operation and Maintenance Agreement for minor subdivision MS16-00002, for a project being developed by Cynthia Erb and Gordon C. Erb, as recommended by the Public Works Director, Alamo area. (District II) FISCAL IMPACT: No fiscal impact. BACKGROUND: The Stormwater Management Facilities Operation and Maintenance Agreement is required by Condition of Approval No. 67. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Randolf Sanders (925)313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Jocelyn LaRocque- Engineering Services, Randolf Sanders- Engineering Services, Craig Standafer- Engineering Services, Cece Sellgren - Watershed Program, Cynthia Erb & Gordon C. Erb C. 5 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:Approve the Stormwater Management Facilities Operation and Maintenance Agreement for minor subdivision MS16-00002, Alamo area. CONSEQUENCE OF NEGATIVE ACTION: The agreement will not be recorded and the Contra Costa County may not be in full compliance with its National Pollutant Discharge Elimination System (NPDES) Permit and Stormwater Management Discharge Control Ordinance. AGENDA ATTACHMENTS Resolution No. 2019/9 Stormwater Management Facilities Operation & Maintenance Agreement and Right of Entry MINUTES ATTACHMENTS Signed: Resolution No. 2019/9 Recorded at the request of:Clerk of the Board Return To:Public Works - Simone Saleh THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 01/22/2019 by the following vote: AYE:John Gioia, District I SupervisorCandace Andersen, District II SupervisorDiane Burgis, District III SupervisorKaren Mitchoff, District IV SupervisorFederal D. Glover, District V Supervisor NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/9 IN THE MATTER OF approving the Stormwater Management Facilities Operation and Maintenance Agreement for minor subdivision MS16-00002, for a project being developed by Cynthia Erb and Gordon C. Erb, as recommended by the Public Works Director, Alamo area. (District II) WHEREAS the Public Works Director has recommended that he be authorized to execute the Stormwater Management Facilities Operation and Agreement with Cynthia Erb and Gordon C. Erb, as required by the Conditions of Approval for minor subdivision MS16-00002. This agreement would ensure the operation and maintenance of the stormwater facilities in accordance with the approved Stormwater Control Plan and approved Operation and Maintenance Plan for minor subdivision MS16-00002, which is located at 512 Hemme Avenue in the Alamo area. NOW, THEREFORE, BE IT RESOLVED that the recommendation of the Public Works Director is APPROVED. Contact: Randolf Sanders (925)313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Jocelyn LaRocque- Engineering Services, Randolf Sanders- Engineering Services, Craig Standafer- Engineering Services, Cece Sellgren - Watershed Program, Cynthia Erb & Gordon C. Erb RECOMMENDATION(S): ADOPT Resolution No. 2019/11 approving the Parcel Map and Subdivision Agreement for minor subdivision MS16-00002, for a project being developed by David Erb and Cynthia Erb, as recommended by the Public Works Director, Alamo area. (District II) FISCAL IMPACT: No fiscal impact. BACKGROUND: The Public Works Department has reviewed the conditions of approval for minor subdivision MS16-00002 and has determined that all conditions of approval for Parcel Map approval have been satisfied. CONSEQUENCE OF NEGATIVE ACTION: The Parcel Map and the Subdivision Agreement will not be approved and recorded. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Randolf Sanders (925)313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Jocelyn LaRocque- Engineering Services, Randolf Sanders- Engineering Services, Craig Standafer- Engineering Services, Renee Hutchins - Records, Karen Piona- Record, Trixie Gothro - Design & Construction, Mike Mann- Finance, Chris Hallford -Mapping , Stanley Muroaka- DCD, David & Cynthia Erb, Platte River Insurance Company, T-10/22/2019 C. 6 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:Approve the Parcel Map and Subdivision Agreement for minor subdivision MS16-00002, Alamo area. AGENDA ATTACHMENTS Resolution No. 2019/11 Parcel Map Subdivision Agreement & Bond Tax Letter & Receipt MINUTES ATTACHMENTS Signed: Resolution No. 2019/11 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 01/22/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/11 IN THE MATTER OF approving the Parcel Map and Subdivision Agreement for minor subdivision MS16-00002, for project being developed by David Erb and Cynthia Erb, as recommended by the Public Works Director, Alamo area. (District II) WHERE AS, the following documents were presented for board approval this date: I. Map The Parcel Map of minor subdivision MS16-00002, property located in the Alamo area, Supervisorial District II, said map having been certified by the proper officials. II. Subdivision Agreement A subdivision agreement with David Erb and Cynthia Erb, principal, whereby said principal agrees to complete all improvements as required in said subdivision agreement within 2 years from the date of said agreement. Accompanying said subdivision agreement is security guaranteeing completion of said improvements as follows: A. Cash Bond Performance amount: $1,000 Auditor's Deposit Permit No. 773915 Date: 11/8/2018 Submitted by: David Erb B. Surety Bond Bond Company: Plate River Insurance Company Bond Number: 41401847 Date: 9/18/2018 Performance Amount: $58,000 Labor & Materials Amount: $29,500 Principal: David Erb III. Tax Letter Letter from the County Tax Collector stating that there are no unpaid County taxes herefore levied on the property included in said map and that the 2018-2019 tax lien has been paid in full and the 2019-2020 tax lien, which became a lien on the first day of January 2019, is estimated to be $18,700.00, which has been paid in full (Auditor's Deposit Permit No. 777616, dated January 8, 2019). NOW, THEREFORE, BE IT RESOLVED: 1. That said subdivision, together with the provisions for its design and improvement, is DETERMINED to be consistent with the County's general and specific plans. 2. That said Parcel map is APPROVED and this Board hereby accept subject to installation and acceptance of improvements on behalf of the public any of the streets, paths, or easements shown thereon as dedicated to public use. 3. That said subdivision agreement is also APPROVED. Contact: Randolf Sanders (925)313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Jocelyn LaRocque- Engineering Services, Randolf Sanders- Engineering Services, Craig Standafer- Engineering Services, Renee Hutchins - Records, Karen Piona- Record, Trixie Gothro - Design & Construction, Mike Mann- Finance, Chris Hallford -Mapping , Stanley Muroaka- DCD, David & Cynthia Erb, Platte River Insurance Company, T-10/22/2019 RECOMMENDATION(S): ADOPT Resolution No. 2019/16 accepting completion of the warranty period for development permit DP07-03029, and release of cash deposit for faithful performance, development permit DP07-03029, for a project developed by 44 Mountain View Management, LLC, as recommended by the Public Works Director, Martinez area. (District V) FISCAL IMPACT: 100% Developer Fees. BACKGROUND: The improvements have met the guaranteed performance standards for the warranty period following completion and acceptance of the improvements. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Randolf Sanders (925)313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Jocelyn LaRocque- Engineering Services, Randolf Sanders- Engineering Services, Alex Lopez - Engineering Services, Trixie Gothro - Design & Construction, Chris Hallford -Mapping , Ruben Hernandez - DCD, 44 Mountain View Management, LLC, Philadelphia Indemnity Insurance Company C. 7 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:Accepting completion of warranty period for development permit DP07-03029, Martinez area. CONSEQUENCE OF NEGATIVE ACTION: The developer will not receive a refund of the cash deposit and the billing account will not be liquidated and closed. AGENDA ATTACHMENTS Resolution No. 2019/16 MINUTES ATTACHMENTS Signed: Resolution No. 2019/16 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 01/22/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/16 IN THE MATTER OF: Accepting completion of warranty period and release of cash deposit for faithful performance, development permit DP07-03029, for a project developed by 44 Mountain View Management, LLC, as recommended by the Public Works Director, Martinez area. (District V) WHEREAS, on January 22, 2019 this Board resolved that the improvements in development permit DP07-03029 were completed as provided in the Agreement for Improvement Warranty with 44 Mountain View Management, LLC, and now on the recommendation of the Public Works Director; The Board hereby FINDS that the improvements have satisfactorily met the guaranteed performance standards for the period following completion and acceptance. NOW, THEREFORE, BE IT RESOLVED that the Public Works Director is AUTHORIZED to: REFUND the $1,230 cash deposit (Auditor’s Deposit Permit No. DP730804, dated February 23, 2017) plus interest to 44 Mountain View Management, LLC, in accordance with Government Code Section 53079, if appropriate, Ordinance Code Section 94-4.406. BE IT FURTHER RESOLVED that the warranty period has been completed and the Agreement for Improvement Warranty and surety bond, Bond No. PB00473800090, dated March 17, 2015, issued by Philadelphia Indemnity Insurance Company, are EXONERATED. Contact: Randolf Sanders (925)313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Jocelyn LaRocque- Engineering Services, Randolf Sanders- Engineering Services, Alex Lopez - Engineering Services, Trixie Gothro - Design & Construction, Chris Hallford -Mapping , Ruben Hernandez - DCD, 44 Mountain View Management, LLC, Philadelphia Indemnity Insurance Company RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to allocate up to $60,400 from County Service Area R-7 (CSA R-7) funds to present the Alamo “2019 Summer Concert Series” and Alamo “2019 Movie Under the Stars” events at Livorna Park, Alamo area. (District II) FISCAL IMPACT: 100% CSA R-7 funds. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Victoria Skerritt (925)313-2272 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Jennifer Quallick- BOS, Diana Oyler - Finance , Rochelle Johnson - Special Districts, Victoria Skerritt, Special Districts C. 8 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:APPROVE and AUTHORIZE the Public Works Director, or designee, to allocate up to $60,400 for the summer events at Livorna Park, Alamo area. BACKGROUND: The Alamo Municipal Advisory Council (Alamo MAC) presents free summer concerts and movie nights at Livorna Park. A recreation sub-committee of the Alamo MAC chooses the movies and the bands each year. The “2019 Alamo Summer Concert Series” will take place June 21st, 28th, and July 5th, 12th and 26th at 6:30PM, and the “2019 Alamo Movie Under the Stars” will take place on June 19th and August 9th at 8:45PM. CSA R-7 parks and recreation funds are used to present these popular community events. On June 5, 2018, the Alamo MAC recommended up to $60,400 be allocated to the summer concert series and movie nights at Livorna Park for the 2018-19 fiscal year. CONSEQUENCE OF NEGATIVE ACTION: Without Board approval this event would not be possible. ATTACHMENTS Alamo Municipal Advisory Council ROA 6-15-18 Final CSA R-7 2nd Qrt & 2018-19 Budget Proposal Alamo Municipal Advisory Council Susan Rock, Chair Aron DeFerrari, Vice-Chair David Barclay Sanjiv Bhandari Clark Johnson Steve Mick Kate Salisbury, Youth Member Anne Struthers The Alamo Municipal Advisory Council serves as an advisory body to the Contra Costa County Board of Supervisors and the County Planning Agency. Candace Andersen, Supervisor Contra Costa County, District 2 309 Diablo Road Danville, CA 94526 925-957-8860 jen.quallick@bos.cccounty.us Record of Actions Tuesday, June 5th, 2018 6:00 p.m. The Alamo Women’s Club – 1401 Danville Blvd., Alamo Time is allotted under Public Comment for persons who wish to speak for up to three minutes on any item NOT on the agenda. Persons who wish to speak on matters on the agenda will be heard for up to three minutes when the Chair calls for comments. After persons have spoken on an agendized item, the public comment period will be closed by the Chair and the matter is subject to discussion and/or action by the MAC. Persons wishing to speak must fill out a speaker card. 1.  CALL TO ORDER - PLEDGE OF ALLEGIANCE - ROLL CALL The meeting was called to order at 6:03 P.M. by Chair Rock. Alamo Municipal Advisory Council members present: Chair, Rock, Member Struthers, Member Mick and Member Carter; Members absent: Member DeFerrari, Member Barclay, Member Bhandari, Member Johnson and Member Salisbury. 2.  STAFF/AGENCY REPORTS A.   District II Staff Update - The next Alamo Liaison meeting is scheduled for June 18th, beginning at 8:30 a.m. at Supervisor Andersen’s office located at 309 Diablo Road, Danville. B.  Chief Meyer gave an update about inspection issue seen in the newspaper. Lack of preparation and performance of fire prevention divisions. SRV fire is at 100% compliance for all inspections. Introduced newest Director to the Fire District, Dominique Yancey. They talked about figuring out how to install AED’s in parks. AED’s are not installed in County parks due to possible vandalism as per Special Districts. Deputy Chief Drayton offered an update on the generator at Station 32 which will be painted the same color as adjacent wall. Scheduled to be painted week of June 11th. Annual state mandated inspections – all are completed as well as all permitted inspections which are not mandated to do annually but the District is adequately staffed and accomplishes all inspections yearly. Deputy Chief Drayton is being deployed to Syria and Afghanistan as Fire Chief for 7 months. Jim Selover will be new Deputy Chief and will be introduced next month.     3.  PUBLIC COMMENT (3 minutes/speaker) Pursuant to the Brown Act, this time is provided for members of the public and community groups to address the committee on matters within the committee’s jurisdiction and not on the agenda. An opportunity will be provided as part of each agenda item for public comment on the item. Time allowed for each individual is three minutes. The Chair will recognize only those speakers who have filled out and turned in a speaker card. A.  Mike Gibson of AIA reported that Alamo Summit development was denied at June 5th BOS meeting. 4.  PRESENTATIONS A.  Paul Causey of Contra Costa Central Sanitary District introduced himself. Brought packets with general information about Central San. Treatment plant serves 17 agencies in the County. Looking at large regional opportunities to provide recycle water in the district. Pharmaceutical drop-off program – collected over 2M pounds of pharmaceuticals. 5.  NEW BUSINESS A.  Review and approve the 2018-19 Hap Magee Ranch Park Maintenance & Operating Budget and the 2018-19 Budget Proposals for CSA R-7, Zones 36, 45, and 54, as prepared by Special District Staff. Motion by Struthers and second by Mick to recommend approval of Hap Magee Ranch Park budget as presented. Passed unanimously. Member Struthers recommended approval of R7 budget as presented with a second by Chair Rock – approved unanimously. Zones 36, 45 and 54 together – moved by Struthers and seconded by Rock - approved unanimously. B.  County application #LP18-2007. The applicant requests approval of a land use permit/development plan combination with a minor modification to the site development plans for an ATM, night drop box, and signage for a Chase Bank. Site address is 3189 Danville Blvd. in Alamo. Public Comment: Mike Gibson, AIA Member Struthers moved to recommend approval of the application dependent on removal of signage on Stone Valley Road. The MAC would support a monument sign, ATM signage and sign on Danville Blvd. Member Mick seconded and motion was approved unanimously. C.  County application #VR18-1013. The applicant requests an approval of a variance permit to allow a 14’ side yard (where 20’ is required) in order to replace an existing stone retaining wall with an engineered retaining wall that ranges between 2 feet and 6 feet in height. Site address is 60 Zand Lane in Alamo.   Public Comment: Mike Gibson, AIA   Member Carter to recommend approval with condition of decorative treatment to wall such as stone veneer or foliage. Motion received a second by Mick. Approved 4-0.   6.  OLD BUSINESS Downtown Alamo Roundabout Update as provided by Transportation staff – 35% Plans and Cost Estimates have been routed. Extended Phase I (XP-1) Plan submitted by Consultant, Reviewed/Edited by Design and Environmental Team, and submitted to Caltrans for their review. Environmental has submitted a request to Real Property for access of private properties for Extended Phase1 testing. CEQA is drafted and ready for submission to DCD once Phase 1 field work is complete.   7.  CONSENT CALENDAR All matters listed under CONSENT CALENDAR are considered by the Alamo MAC to be routine and will be enacted by one motion. There will be no separate discussion of these items unless requested by a member of the Alamo MAC or a member of the public prior to the time the Alamo MAC votes on the motion to adopt. A.   Approve May 1st, 2018 Record of Actions. Motion to approve by Struthers, seconded by Mick. Passed unanimously.     8.  SUBCOMMITTEE REPORTS  -­      *Updates provided when available*     Alamo AOB Subcommittee for Schools: Mick, Rock & Carter – School is out for the summer. AIA hosted a pipeline safety seminar May 29th and it was mentioned about the pipeline that runs down Miranda in front of both Station 32 and Stone valley Middle School. Alamo AOB Subcommittee for Downtown: Rock, Barclay & Bhandari – Please see update on roundabout under “Old Business”. Alamo Police Services Advisory Committee: Johnson – No representation at the June 4th APSAC meeting. Land Use Planning Subcommittee: Barclay, DeFerrari & Bhandari – None. Parks and Recreation subcommittee: Barclay, Mick, Rock & Struthers - Possibility of having AED at Hemmed Station Park. Staff to inquire. Hap Magee Dog Park Subcommittee: No report. 9.  CORRESPONDENCE (the following items are listed for informational purposes only and may be considered for discussion at a future meeting). – None. 10.  COMMENTS BY MEMBERS OF THE ALAMO MAC Member Struthers commended AIA on their pipeline safety seminar. 11.  FUTURE AGENDA ITEMS A.  Review of Ball Estate. (Fall 2018) 12.  ADJOURNMENT A.   Meeting adjourned at 7:33 P.M. to the Alamo MAC meeting on August 7th at 6:00 P.M. at the Alamo Women’s Club located at 1401 Danville Blvd., Alamo. The Alamo Municipal Advisory Council will provide reasonable accommodations for persons with disabilities planning to attend the meeting who contact Supervisor Candace Andersen’s office at least 72 hours before the meeting at 925-957-8860. Materials distributed for the meeting are available for viewing at the District 2 Office at 309 Diablo Road, Danville, CA 94526. To receive a copy of the Alamo MAC agenda via mail or email, please submit your request in writing using a speaker card or by contacting Supervisor Andersen’s office at 925-957-8860. Complete name and address must be submitted to be added to the list. RECOMMENDATION(S): APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a month-to-month hangar rental agreement with Duane Allen and Juan Saucedo for a T-hangar at Buchanan Field Airport effective January 1, 2019 in the monthly amount of $350.00, Pacheco area (District IV). FISCAL IMPACT: The Airport Enterprise Fund will realize $4,200.00 annually. BACKGROUND: On September 1, 1970, Buchanan Airport Hangar Company entered into a 30-year lease with Contra Costa County for the construction of seventy-five (75) hangars and eighteen (18) aircraft shelters/shade hangars at Buchanan Field Airport. In 1977 Buchanan Airport Hangar Company amended their lease to allow for the construction of another 30-year lease with Contra Costa County for the construction of seventeen (17) additional hangars. Buchanan Airport Hangar Company was APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Beth Lee, (925) 681-4200 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 9 To:Board of Supervisors From:Keith Freitas, Airports Director Date:January 22, 2019 Contra Costa County Subject:APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a hangar rental agreement with Buchanan Field Airport Hangar tenant BACKGROUND: (CONT'D) responsible for the maintenance and property management of the property during the lease period. On September 1, 2000, the ninety-three (93) t- and shade hangars at Buchanan Field reverted to the County ownership pursuant to the terms of the above lease. On November 14, 2006, the Contra Costa County Board of Supervisors approved the form of the T-Hangar and Shade Hangar Rental Agreement for use with renting the County's t-hangars, shade hangars, medium hangars, and executive hangars at Buchanan Field Airport. On February 16, 2007, the additional seventeen (17) hangars at Buchanan Field reverted back to the County pursuant to the above referenced lease. This row included six (6) large hangars which were not covered by the approved T-Hangar and Shade Hangar Rental Agreement. On February 23, 2007, Contra Costa County Board of Supervisors approved the new Large Hangar Rental Agreement for use with the large East Ramp Hangars. On January 16, 2009, Contra Costa County Board of Supervisors approved an amendment to the T-Hangar and Shade Hangar Rental Agreement and the Large Hangar Rental Agreement (combined "Hangar Rental Agreements") which removed the Aircraft Physical Damage Insurance requirement. The Hangar Rental Agreements are the current forms in use for rental of all the County hangars at Buchanan Field Airport. CONSEQUENCE OF NEGATIVE ACTION: A negative action will cause a loss of revenue to the Airport Enterprise Fund. ATTACHMENTS Hangar Rental Agreement RECOMMENDATION(S): DENY claims filed by Allstate Insurance Co., Jan Askin, Kelly Ecker, Enterprise Rent-A-Car, Farmers Insurance, a subrogee of Sharon Hill, Michael Jones, Peter King, Leonard Nganga, and Robert Pflueger. FISCAL IMPACT: No fiscal impact. BACKGROUND: Allstate Insurance Company: Property claim by insurer for damage to insured’s property in an amount exceeding $75,000. Jan Askin: Property claim for damage to vehicle in amount not listed arising from motor vehicle accident involving County employee. Kelly Ecker: Property claim for injury to pet in the amount of $328.59. Enterprise Rent-A-Car: Property claim for damage to vehicle rented by County employee in the amount of $717.04 Farmers Insurance a subrogee of Sharon Hill: Property claim by insurer for damage to insured’s vehicle in the amount of $2,231.89 as a result of motor vehicle accident involving County employee. Michael Jones: Personal injury claim arising from a trip and fall in an amount exceeding $25,000. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Scott Selby 925.335.1400 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 10 To:Board of Supervisors From:David Twa, County Administrator Date:January 22, 2019 Contra Costa County Subject:Claims BACKGROUND: (CONT'D) Peter King: Personal injury claim arising from alleged unlawful detention in an amount exceeding $25,000. Leonard Nganga: Property claim for items lost at Contra Costa Regional Medical Center in undisclosed amount. Robert Pflueger: Personal injury claim for injuries sustained in motorcycle accident on County roadway in an amount exceeding $10,000. RECOMMENDATION(S): RECEIVE public report of litigation settlement agreements that became final during the period of December 1, 2018, through December 31, 2018, as recommended by County Counsel. FISCAL IMPACT: Settlement amounts are listed below. BACKGROUND: One agreement to settle pending litigation, as defined in Government Code section 54956.9, became final during the period of December 1, 2018, through December 31, 2018. Masood Noman and Gulshan Noman v. County of Contra Costa, et al., Alameda Co. Sup. Ct. Case No. RG17876124. On December 11, 2018, the Board approved settlement of this personal injury lawsuit. The Board authorized settlement in the amount of $150,000, inclusive of attorneys fees and costs, in closed session by a 4-0 vote, Supervisor Gioia absent. The settlement agreement was fully executed on December 18, 2018. The funding source is the Risk Management Liability Service Fund. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Thomas Geiger, (925) 335-1800 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Thomas Geiger, Assistant County Counsel, Sharon Hymes-Offord, Risk Manager C. 11 To:Board of Supervisors From:Sharon L. Anderson, County Counsel Date:January 22, 2019 Contra Costa County Subject:Public report of litigation settlement agreements that became final during the period of December 1, 2018, through December 31, 2018. BACKGROUND: (CONT'D) > This report includes final settlements of litigation matters handled by the Office of the County Counsel. This report does not include litigation settlements that were reported by the Risk Management Division of the County Administrator’s Office as a consent item on the Board’s open session agenda. CONSEQUENCE OF NEGATIVE ACTION: The report would not be accepted. RECOMMENDATION(S): PROCLAIM January 2019 as Eligibility Workers Month in Contra Costa County. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Elaine Burres, 608-4960 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 12 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:January 22, 2019 Contra Costa County Subject:Proclaim January 2019 Eligibility Workers Month in Contra Costa County AGENDA ATTACHMENTS Resolution 2019/19 MINUTES ATTACHMENTS Signed Resolution No. 2019/19 In the matter of:Resolution No. 2019/19 Eligibility Workers Month WHEREAS, Contra Costa County promotes a vision of a thriving community where all individuals and families can be healthy, safe, secure, and self-sufficient; and WHEREAS, the Eligibility Workers in Contra Costa County are experts in the primary benefit programs of CalFresh, CalWORKs, Welfare-to-Work, Medi-Cal, General Assistance, Foster Care, Adoption Assistance Program, and KinGAP; and WHEREAS, all programs have complex applications, and eligibility and case management processes; and WHEREAS, Eligibility Workers in Contra Costa County interview customers to obtain critical information, to determine eligibility, as well as assist customers to receive benefits to which they may be entitled; and WHEREAS, Eligibility Workers help ensure that children are placed in stable living environments with timely and efficient handling of caregiver paperwork; and WHEREAS, Eligibility Workers conduct home visits to aged and severely impaired individuals to determine Medi-Cal eligibility for In-Home Supportive Services (IHSS) applicants and recipients in Contra Costa County; and WHEREAS, on a daily basis, eligibility staff interact with and assist customers from various socio-economic, ethnic and cultural backgrounds, often under adverse conditions and in highly stressful situations; and WHEREAS, given the Department’s “no wrong door” policy, Eligibility Workers in Contra Costa County are meeting the challenge of being multi-program workers; and WHEREAS, Eligibility Workers effectively fulfill the mission of the human services profession by enhancing the well-being of our residents struggling to obtain such basic needs as food, shelter, healthcare and transportation, as well as by identifying additional needs and referring customers to programs and services that support self-sufficiency; and WHEREAS, despite the enormous challenges of often being the first point of contact for individuals in need, Eligibility Workers continue to dedicate themselves to making a difference in the lives of our citizens through compassion, collaboration and the dissemination of information; and WHEREAS, Eligibility Workers in Contra Costa County provide assistance with humanity and sensitivity, upholding the Department’s values of exceptional customer service, open communication, innovation, ethical behavior, and diversity. NOW, THEREFORE, BE IT RESOLVED: that the Board of Supervisors of Contra Costa County does hereby proclaim January 2019 as Eligibility Workers Month in Contra Costa County, and calls upon citizens to recognize Eligibility Workers for the significant difference they make in the lives of needy families and individuals through their profession. ___________________ JOHN GIOIA Chair, District I Supervisor ______________________________________ CANDACE ANDERSEN DIANE BURGIS District II Supervisor District III Supervisor ______________________________________ KAREN MITCHOFF FEDERAL D. GLOVER District IV Supervisor District V Supervisor I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, By: ____________________________________, Deputy PR.2, C.12 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: 9259578860 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 13 To:Board of Supervisors From:Candace Andersen, District II Supervisor Date:January 22, 2019 Contra Costa County Subject:Resolution Recognizing Terry Ring as the 2019 Lafayette Business Person of the Year AGENDA ATTACHMENTS Resolution 2019/25 MINUTES ATTACHMENTS Signed Resolution No. 2019/25 In the matter of:Resolution No. 2019/25 recognizing Terry Ring as the Lafayette 2019 Business Person of the Year. Terry Ring has been a constant community volunteer in Lafayette for many years, while running a busy and successful construction company; and Whereas, Terry is one of a group of volunteers, and a founding member of the Iron Man Team, working behind the scenes at the annual Art & Wine Festival, doing whatever is needed for the event to be successful; and Whereas, Terry is active in the Lafayette Rotary Club, serving as President for 2019, for which he works the starting line at the Lafayette Chamber of Commerce Res Run for Education, and he and his crew built both the Rotary Stage at the Reservoir and the new memorial honoring our local fallen sons and daughters who lived in Contra Costa County; and Whereas, Terry’s commitment to Lafayette and its residents shows in his dedication and commitment to every event, committee and organization he works on, always the first to arrive and the last to leave. that the Board of Supervisors of Contra Costa County does hereby honor Terry Ring for his long-standing dedication to the Lafayette community. ___________________ JOHN GIOIA Chair, District I Supervisor ______________________________________ CANDACE ANDERSEN DIANE BURGIS District II Supervisor District III Supervisor ______________________________________ KAREN MITCHOFF FEDERAL D. GLOVER District IV Supervisor District V Supervisor I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, By: ____________________________________, Deputy C.13 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sonia Bustamante 510-231-8689 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 14 To:Board of Supervisors From:John Gioia, District I Supervisor Date:January 22, 2019 Contra Costa County Subject:Proclaiming January 2019 as Human Trafficking Awareness Month in Contra Costa County AGENDA ATTACHMENTS Resolution 2019/26 MINUTES ATTACHMENTS Signed Resolution No. 2019/26 In the matter of:Resolution No. 2019/26 Proclaiming January 2019 as Human Trafficking Awareness Month in Contra Costa County WHEREAS, human trafficking is a form of abuse in which force, fraud or coercion is used to control victims for the purpose of commercial sexual or labor exploitation; it occurs in every industry and affects individuals of all genders, ages and of all backgrounds; and WHEREAS, human trafficking is a lucrative industry and the fastest growing criminal industry in the world; and uses violent and exploitive tactics to target vulnerable members of our communities; and WHEREAS, the crime of human trafficking violates an individual's privacy, dignity, security and humanity due to the systematic use of physical, emotional, sexual, psychological and economic exploitation, control and/or abuse; and WHEREAS, the impact of human trafficking is wide-ranging, directly affecting foreign nationals as well as US citizens, and society as a whole; victims experience trauma, violence, manipulation, fraud and coercion at the hands of their traffickers. It is often the most vulnerable members of our communities who are affected by human trafficking; and WHEREAS, as of June June 2018, 5,147 human trafficking cases were reported nationally to the National Human Trafficking Resource Center; of those reports, the more than 14% were reported in California (760 cases). Contra Costa County is not immune to human trafficking. While underreported, over the last four years the Contra Costa Human Trafficking Coalition and several partner agencies including Community Violence Solutions, STAND! for Families Free of Violence, Bay Area Legal Aid, Rainbow Community Center and Calli House, identified and served over 500 victims of human trafficking. WHEREAS, the County's Alliance to End Abuse acknowledges that fighting exploitation and human trafficking is a shared community responsibility and therefore has worked with numerous public and private agencies to establish the Contra Costa Human Trafficking Coalition, in order to strengthen the County’s comprehensive response to human trafficking initiated by county departments, law enforcement agencies, and numerous community and faith-based organizations; and continuing to build its collaboration by linking with local, regional and federal agencies; and WHEREAS, Contra Costa County is working to raise awareness so individuals will become more informed, identify ways their behavior contributes to a patriarchal culture that supports and tolerates the systemic abuse of vulnerable populations that include women and people of color; and take action to end human trafficking in their communities. NOW, THEREFORE BE IT RESOLVED that the Board of Supervisors of Contra Costa County does hereby proclaim January 2019 as HUMAN TRAFFICKING AWARENESS MONTH, and urges all residents to actively participate in the efforts to both raise awareness of, and end, all forms of human trafficking in our communities. During Human Trafficking Awareness Month, let us recognize the survivors of trafficking, and let us resolve to build a future in which no people are denied their inherent human rights of freedom and dignity. ___________________ JOHN GIOIA Chair, District I Supervisor ______________________________________ CANDACE ANDERSEN DIANE BURGIS District II Supervisor District III Supervisor ______________________________________ KAREN MITCHOFF FEDERAL D. GLOVER District IV Supervisor District V Supervisor I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, By: ____________________________________, Deputy PR.1, C.14 RECOMMENDATION(S): 1. RECEIVE the 2018-2019 report of the Auditor-Controller that contains the property tax-related costs of the Assessor, Tax Collector, Auditor and Assessment Appeals Board for the 2017-2018 fiscal year, as required by Resolution No. 97/129; 2. FIX February 26, 2019 at 9:30 a.m. for a public hearing on the determination of property tax administrative costs; 3. DIRECT the Clerk of the Board to notify affected local jurisdictions of the public hearing; and 4. DIRECT the Clerk of the Board to prepare and publish the required legal notice and make supporting documentation available for public inspection. FISCAL IMPACT: None. The report details the property tax-related costs of the County in fiscal year 2017-2018 in order to determine the amount of cost recovery in fiscal year 2018-2019. The determination of the property tax administrative costs will occur at the hearing on February 26, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Lisa Driscoll (925) 335-1023 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: C. 15 To:Board of Supervisors From:David Twa, County Administrator Date:January 22, 2019 Contra Costa County Subject:Property Tax Administrative Cost Recovery BACKGROUND: In 1997, the Board of Supervisors adopted Resolution No. 97/129 which provides procedures for property tax administrative cost recovery. The recommended actions are necessary for implementation of Resolution No. 97/129 for the current fiscal year. CONSEQUENCE OF NEGATIVE ACTION: If the hearing is not set to consider and adopt the finding of property tax costs, the costs cannot be recovered, resulting in a loss of General Fund revenue in the current fiscal year. ATTACHMENTS 2018-19 Property Tax Administrative Charges RECOMMENDATION(S): APPOINT Stephanie Williams-Rogers (Brentwood) to the At Large 9 seat on the Commission for Women to complete the unexpired term ending on February 28, 2019 and to a new term that will expire on February 28, 2022. FISCAL IMPACT: No fiscal impact. BACKGROUND: In September 2017, the IOC held a discussion about problems that had been reported concerning the Commission for Women including a spate of member resignations, inability to achieve a meeting quorum, blurred responsibilities, disagreement over the Commission's mission, factions and fragmentation, open meeting act errors, and loss of interest among some of the membership. The IOC continues to work with the Commission to institute policy and bylaws changes to address the issues that have hindered functioning of the Commission. The Commission for Women has a small group of very devoted members who try to keep the Commission moving forward. However, they have struggled to maintain enough members to conduct meetings. In April of this year, the Board of Supervisors reduced the Commission's membership size from 20 seats down to APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Julie DiMaggio Enea (925) 335-1077 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 16 To:Board of Supervisors From:David Twa, County Administrator Date:January 22, 2019 Contra Costa County Subject:RECOMMENDATION FOR APPOINTMENT TO THE COMMISSION FOR WOMEN BACKGROUND: (CONT'D) 15 to assist them in achieving a meeting quorum, which is now 8. Even with the 5-seat reduction, the Commission is struggling to achieve a quorum. To assist the Commission in achieving a quorum so that it can meet and recruit additional members, we recommend that the Board appoint Ms. Williams-Rogers to an At Large seat on the Commission. Upon her appointment, the Commission will have three remaining vacancies. Ms. Williams-Rogers's application is attached for reference. ATTACHMENTS Candidate Application_Stephanie Williams Rogers_Comm for Women Submit Date: Oct 16, 2018 Seat Name (if applicable) First Name Middle Initial Last Name Email Address Home Address Suite or Apt City State Postal Code Primary Phone Employer Job Title Occupation Contra Costa County Boards & Commissions Application Form Profile Which Boards would you like to apply for? Commission for Women: Submitted Describe why you are interested in serving on this advisory board/commission (please limit your response to one paragraph). I humbly submit my application to serve as a member of the Contra Costa Commission for Women. My personal experiences as a woman, professional experience advocating for women in the workplace, and commitment to making a positive social impact in our communities shapes me into a prime candidate for the role. I have a proven track record in developing and managing successful diversity and inclusion programs for large nonprofit organizations and labor unions. I also have expertise in planning and executing large scale conferences and small-scale panel interview events. If selected to serve, I would dedicate my time to support the commission in achieving its goals to change the social and economic conditions of women and improve their overall quality of life. This application is used for all boards and commissions Do you, or a business in which you have a financial interest, have a contract with Contra Costa Co.? Yes No Is a member of your family (or step-family) employed by Contra Costa Co.? Yes No Stephanie M Williams-Rogers Brentwood CA 94513 Stephanie M Williams-Rogers Page 1 of 6 If "Other" was Selected Give Highest Grade or Educational Level Achieved Name of College Attended Course of Study / Major Units Completed Degree Type Date Degree Awarded Name of College Attended Course of Study / Major Units Completed Education History Select the highest level of education you have received: Other College/ University A Type of Units Completed Quarter Degree Awarded? Yes No College/ University B Type of Units Completed None Selected Degree Awarded? Yes No Undergraduate Degree California State East Bay Communications Bachelors of Arts 2008 Stephanie M Williams-Rogers Page 2 of 6 Degree Type Date Degree Awarded Name of College Attended Course of Study / Major Units Completed Degree Type Date Degree Awarded Course Studied Hours Completed College/ University C Type of Units Completed None Selected Degree Awarded? Yes No Other schools / training completed: Certificate Awarded? Yes No Work History Please provide information on your last three positions, including your current one if you are working. 1st (Most Recent) Healthcare Management Professional Designation Stephanie M Williams-Rogers Page 3 of 6 Dates (Month, Day, Year) From - To Hours per Week Worked? Position Title Dates (Month, Day, Year) From - To Hours per Week Worked? Position Title Volunteer Work? Yes No Employer's Name and Address Blue Shield of CA 50 Beale St, San Francisco Duties Performed •Developed organization’s D&I strategic pillars, defined program objectives, and aligned program outcomes to attract, retain, and develop high-performing diverse talent •Partnered with Learning and Development to design and launch Inclusive Leadership development program for Director+ employees •Directed and managed Employee Resource Group (ERG) program--ERG program received company’s highest honor for cultivating an inclusive culture for all employees in 2017. •Designed D&I executive leadership council framework with responsibility to advise on strategy, monitor metrics, and evaluate program performance •Partnered with Internal Communications to develop and drive D&I communications strategy and production of organization-wide monthly D&I newsletter •Collaborated with HR Business Partners, Talent Acquisition, and Employee Resource Group leaders to assess and expand diverse and inclusive talent pipelines •Developed operational guidelines, program roles, and key responsibilities to increase program capacity and align initiatives with organizational business priorities 2nd Volunteer Work? Yes No Employer's Name and Address Blue Shield of CA 50 Beale St, San Francisco 07/2017 - 03/2018 40+ Senior Manager, Diversity and Inclusion 2/2016- 7/2017 40+ Project Manager Stephanie M Williams-Rogers Page 4 of 6 Dates (Month, Day, Year) From - To Hours per Week Worked? Position Title Upload a Resume If "Other" was selected please explain Duties Performed •Established focused and cross-functional Reducing Health Disparities program to meet mandate requirements and align with business goals and objectives •Successfully led development of data and reporting capabilities that segmented quality measure results by race and ethnicity •Member of the health literacy strategic working group responsible for reviewing and updating the member written communications to ensure literacy levels were at a minimum threshold and met regulatory requirements •Collaborated with business partners across multiple lines of business: Medicare, PPO, HMO/ACO and IFP, to improve patient satisfaction and Medicare Star ratings 3rd Volunteer Work? Yes No Employer's Name and Address Blue Shield of CA 50 Beale St, San Francisco, CA Duties Performed •Served as Quality Leadership Team member •Responsible for department operations and oversight of $17M operational and strategic budget •Served as project manager to integrate two health plan memberships into Quality program after acquisition, ensuring regulatory compliance and seamless transition of Commercial and Medicare membership data for HEDIS •Designed and implemented department employee engagement strategy •Formed employee engagement committee responsible for developing goals and activities •Developed Lunch and Learn series, leveraging business partners such as HR, Wellvolution, and Corporate Social Responsibility, to lead information sessions •Led project teams and facilitated complex meetings and strategic planning sessions Final Questions How did you learn about this vacancy? Contra Costa County Homepage 8/2014- 2/2016 40+ Project Manager Stephanie_Williams_Rogers_Resume.doc Stephanie M Williams-Rogers Page 5 of 6 . Do you have a Familial or Financial Relationship with a member of the Board of Supervisors? Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relations? Yes No If Yes, please identify the nature of the relationship: Please Agree with the Following Statement I understand that this form is a public document and is subject to the California Public Records Act. I Agree Stephanie M Williams-Rogers Page 6 of 6 S TEPHANIE W ILLIAMS -R OGERS , PAHM R E N T W O O D , CA SUMMARY OF QUALIFICATIONS Forward-thinking leader with experience designing, integrating, and leading programs that maximize impact and accelerate business growth. Demonstrated success managing high-stake strategic plans, projects, and initiatives. Ability to develop and align leadership, facilitate business planning, and work cross -functionally to meet goals and objectives. Specializes in diversity and inclusion and developing high-performing teams. Broad knowledge of health care management, talent management, and organization development and effectiveness. CORE COMPETENCIES  D&I Benchmarks & Partnerships  Employee Resource Groups  Program Design & Management  Talent Acquisition & Management  Healthcare Management  Health Disparities  Communication Strategy  Process Improvement  Learning and Development  Affirmative Action Planning and EEOC / OFCCP  Data Analysis and Reporting PROFESSIONAL EXPERIENCE BLUE SHIELD OF CALIFORNIA Senior Manager, Diversity and Inclusion 7/2017- 3/2018  Developed organization’s D&I strategic pillars, defined program objectives, and aligned program outcomes to attract, retain, and develop high-performing diverse talent  Partnered with Learning and Development to design and launch Inclusive Leadership development program for Director+ employees  Directed and managed Employee Resource Group (ERG) program--ERG program received company’s highest honor for cultivating an inclusive culture for all employees in 2017.  Designed D&I executive leadership council framework with responsibility to advise on strategy, monitor metrics, and evaluate program performance  Partnered with Internal Communications to develop and drive D&I communications strategy and production of organization-wide monthly D&I newsletter  Collaborated with HR Business Partners, Talent Acquisition, and Employee Resource Group leaders to assess and expand diverse and inclusive talent pipelines  Developed operational guidelines, program roles, and key responsibilities to increase program capacity and align initiatives with organizational business priorities Project Manager, Patient Experience 2/2016- 7/2017  Established focused and cross-functional Reducing Health Disparities program to meet mandate requirements and align with business goals and objectives  Successfully led development of data and reporting capabilities that segmented quality measure results by race and ethnicity  Member of the health literacy strategic working group responsible for reviewing and updating the member written communications to ensure literacy levels were at a minimum threshold and met regulatory requirements  Collaborated with business partners across multiple lines of business: Medicare, PPO, HMO/ACO and IFP, to improve patient satisfaction and Medicare Star ratings Project Manager, Quality Management 8/2014- 2/2016  Served as Quality Leadership Team member  Responsible for department operations and oversight of $17M operational and strategic budget  Served as project manager to integrate two health plan memberships into Quality program after acquisition, ensuring regulatory compliance and seamless transition of Commercial and Medicare membership data for HEDIS  Designed and implemented department employee engagement strategy  Formed employee engagement committee responsible for developing goals and activities  Developed Lunch and Learn series, leveraging business partners such as HR, Wellvolution, and Corporate Social Responsibility, to lead information sessions  Led project teams and facilitated complex meetings and strategic planning sessions S TEPHANIE M . W ILLIAMS , PAHM (CONT .) KAISER PERMANENTE Chief of Staff, National Diversity & Inclusion 6/2013- 8/2014  Reported to the Senior Vice President and Chief D&I Officer  Participated in department’s succession planning and organizational redesign, partnering directly with senior executives, regional stakeholders, HR business partners and external consultants  Partnered with Brand Communication to develop and execute organization’s National Diversity & Inclusion (ND&I) communication plan, working on communications and writing assignments to drive increased employee engagement, awareness and understanding of the enterprise D&I strategy and success stories  Developed curriculum for the first annual D&I Leadership Summit, whose audience included Director level professionals and above  Managed and coordinated ERG activities to support business goals and priorities, ensuring groups were in compliance with HR policy  Served as process improvement advisor for the ND&I project team responsible for creating a standardized logistic planning process for National D&I Council meetings, in collaboration with regional stakeholders Administrative Lead, Sales & Account Management - Large Group 1/2012 – 6/2013  Oversaw and mentored administrative staff, coordinating administrative offsite to support employee engagement and talent management goals and initiatives  Served as project coordinator for the enterprise expansion into the retail setting, supporting talent acquisition and employee onboarding efforts  Participated in retail expansion workgroup meetings, ensuring project deliverables were executed on time and within scope  Facilitated monthly meetings to ensure successful execution of business objectives Administrative IV, KP Regional Float Pool 5/2011- 12/2011  Awarded employee of the month within first 3 months for my ability to be resourceful with little direction  Processed and tracked physician orders; maintained and audited patient charts to meet regulatory compliance OPERATING ENGINEERS 8/2007- 8/2010 Office Manager  Served as Executive Board member for O.P.E.I.U. Local 3 and delegate for the Alameda County Labor Council, representing a diverse group of employees and their interests  Presented market research and provided recommendations to the organization’s Scholarship Foundation Board of Directors to ensure success of the annual charity fundraising event  Developed, implemented and maintained marketing communication resources for the organization EDUCATION, PROFESSIONAL AFFILIATIONS AND ACTIVITIES EDUCATION: Bachelor of Arts in Mass Communication, Broadcasting - Graduated 2008 California State University Hayward, CA Professional, Academy for Healthcare Management (professional designation) America’s Health Insurance Plans (AHIP) PROFESSIONAL AFFILIATIONS: Bay Area Diversity Council, Advisory Board Chair - Social Media (2017) ACTIVITIES: Alameda County Community Food Bank - Volunteer / Organizer CYO Basketball – Coach and Team Mom RECOMMENDATION(S): APPROVE Appropriations and Revenue Adjustment No. 5044 authorizing new revenue in the amount of $9,200 from County Services Area P-2 Zone A fund and a donation from the Blackhawk Homeowners Association and appropriating it in the County Service Area P-2 Zone A (7653) for the purchase of radar equipment. FISCAL IMPACT: This action increases revenues and appropriations by $9,200. BACKGROUND: The citizens of Blackhawk in conjunction with the HOA have expressed their concerns regarding speeding motorists within their community. Members of the Blackhawk Police services have been strategically deployed to interdict and educate motorists on the risk of speeding throughout the community. However, there are far too many roads and intersections to be covered by one deputy. Many other agencies, like Martinez Police Department, are using radar trailers that store traffic information regarding the time of day and average speeds through areas where the trailer was or is deployed. This information can then be used to more effectively deploy resources assigned to the community of Blackhawk. Currently no available equipment such as this exists within the community and the P2A committee has asked that P2A traffic safety funds as well as a donation of from the HOA be used to purchase the traffic trailer. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Liz Arbuckle 925-335-1529 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Liz Arbuckle, Heike Anderson, Paul Reyes C. 17 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:January 22, 2019 Contra Costa County Subject:Appropriation Adjustment - Blackhawk Radar Equipment AGENDA ATTACHMENTS TC24/27 5044 MINUTES ATTACHMENTS Signed: Appropriations & Adjustments No. 5044 RECOMMENDATION(S): ADOPT Personnel Adjustment Resolution No. 22390 to establish the classification of Victim/Witness Assistance Program Supervisor/Mass Victimization Advocate (2KHB) (represented) at salary plan grade ZA5 1450 $5,161 - $6,273 and add one (1) full time Victim/Witness Assistance Program Supervisor/Mass Victimization Advocate (2KHB) position, and reallocate the salary of the Victim/Witness Assistance Program Manager (2KHA) (represented) position no. 12383 from salary plan ZA5 1450 $5,161 - $6,273 to salary plan and grade ZA5 1001 $7,198 - $8,750 on the salary schedule, in the District Attorney's Office Victim/Witness unit. FISCAL IMPACT: 100% State, California Governor's Office of Emergency Services (Cal OES) Victim/Witness Assistance (VW) Program grant. BACKGROUND: This new position will provide supervision to Victim Witness program staff; provide input and recommendations for programmatic and staff development; create and coordinate crisis response planning and policies for incidents APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Elizabeth Molera, (925) 957-2205 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: C. 18 To:Board of Supervisors From:Diana Becton, District Attorney Date:January 22, 2019 Contra Costa County Subject:Establish the Victim/Witness Asst. Prog.Supv./Mass Victimization Advocate class; add one position; reallocate salary for V/W Asst. Program Manager BACKGROUND: (CONT'D) of mass victimization; administer direct services to victims and witnesses on complex and high profile cases as well as incidents of mass violence. The salary reallocation for the Victim/Witness Assistance Program Manager will create parity between this position and similar positions within the County providing the same level of supervision. CONSEQUENCE OF NEGATIVE ACTION: The position will not be created or filled resulting in the District Attorney's Office forfeiting the grant funding. AGENDA ATTACHMENTS P300 22390 MINUTES ATTACHMENTS signed P300 22390 POSITION ADJUSTMENT REQUEST NO. 22390 DATE 11/19/2018 Department No./ Department District Attorney Budget Unit No. 0242 Org No. 2841 Agency No. 042 Action Requested: Establish the classification and add one (1) Victim/Witness Assistance Program Supervisor /Mass Victimization Advocate position; reallocate the salary for pos# 12383, Victim/Witness Asst. Prog Mgr, class code 2KHA in the District Attorney's Office Victim/Witness unit . Proposed Effective Date: 1/1/2019 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost $141,523.00 Net County Cost $0.00 Total this FY $ 70,762.00 N.C.C. this FY 0.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT Victim/Witness Assistance Program Grant Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Diana Becton ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Paul Reyes 11/26/2018 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 1/14/2019 Establish the classification of Victim/Witness Assistance Program Supervisor/Mass Victimization Advocate (2KHB) (represented) at salary plan grade ZA5 1450 $5,161 - $6,273; add one (1) position, and reallocate the salary of the Victim/Witness Assistance Program Manager (2KHA) (represented) position no. 12383 from salary plan ZA5 1450 $5,161 - $6,273 to salary plan and grade ZA5 1001 $7,198 - $8,750 on the Salary Schedule Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) Gladys Scott Reid 1/14/2019 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 1/16/2019 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Paul Reyes Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: David J. Twa, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date 1/16/2019 No. xxxxxx 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year -to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefit s Costs : b. Support Cost s : (services, supplies, equipment, etc.) c . Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling t he project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c . financial implications 7. Briefly describe the alternative approaches to delivering t he services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resources Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Position Adjustment Resolution No. 22393 to add one (1) Account Clerk Supervisor (JDHD) (represented) position at salary plan and grade K6X 1340 ($4,616 - $5,895), and cancel one (1) Account Clerk – Advanced (JDTD) (represented) position no. 17262 at salary plan and grade 3RX 1133 ($3,761 - $4,803) in the Public Works Department. FISCAL IMPACT: This action will result in an additional annual cost of approximately $15,405, which includes $2,862,in additional pension costs which will be covered by various road, flood control and special revenue funds. BACKGROUND: When the economic downturn occurred in 2009 resulting in local and state budget challenges, the Public Works Department (Department) implemented strategies that included APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Adrienne Todd, (925) 313-2108 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Adrienne Todd C. 19 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:Add one Account Clerk Supervisor Position and Cancel one Account Clerk - Advanced Level Position BACKGROUND: (CONT'D) reorganizing the Department and streamlining its staffing levels. One result of this was the elimination of the Account Clerk Supervisor position. Since then, Account Clerk staff have been reporting to two different Supervising Accountants, based on the functional areas. Now that the economy has continued to recover, the Department would like to add an Account Clerk Supervisor position to assist with centralizing Account Clerk staff under one supervisor which would allow for streamlining work and increased efficiency. The Account Clerk Supervisor will be responsible for, but not limited to the following: 1. Managing workloads and job assignments among staff; 2. Ensuring consistent training and direction; 3. Managing and coordinating time off and ensuring proper coverage of duties; 4. Ensuring coverage for Corrigo work order processing for Facilities Maintenance and the Fee hotline; 5. Ensuring County policy and procedures are followed regarding accounts payable and accounts receivable; 6. Updating processes and procedures and providing training as needed; 7. Researching and resolving payable issues as they arise; and, 8. Performing general supervisory duties including performance reviews and scheduling. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, it will limit the ability of the Department's Finance Division to streamline overall work performed and provide consistent supervision to line staff. CHILDREN'S IMPACT STATEMENT: No Impact AGENDA ATTACHMENTS P300 No. 22393 MINUTES ATTACHMENTS signed P300 22393 POSITION ADJUSTMENT REQUEST NO. 22393 DATE 12/10/18 Department No./ Department Public Works Budget Unit No. 0650 Org No. 4503 Agency No. 65 Action Requested: ADOPT Position Adjustment Resolution No. 22393 to add one (1) Account Clerk Supervisor (JDHD) (represented) position at salary plan and grade K6X 1340 ($4,616 - $5,895), and cancel one (1) Account Clerk – Advanced (JDTD) (represented) position no. 17262 at salary plan and grade 3RX 1133 ($3,7 61 - $4,803) in the Public Works Department. Proposed Effective Date: Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost 15405 Net County Cost 0 Total this FY 7703 N.C.C. this FY 0 SOURCE OF FUNDING TO OFFSET ADJUSTMENT 100% Road, Flood Control, and Special Revenue funds. Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Brian M. Balbas ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT L.Strobel 12/10/18 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 12/30/2018 Cancel one vacant Account Clerk -Advanced Level position (17262) and add one Account Clerk Supervisor position in the Public Works Department. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) Tanya Williams 12/30/2018 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: David J. Twa, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date 12/30/2018 No. 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year -to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefit s Costs : b. Support Cost s : (services, supplies, equipment, etc.) c . Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c . financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): 1. REALLOCATE classification of Forensic Manager (6CGA) (represented) from salary level ZA5-2057 ($9,413.75-$11,442.47) to salary level ZA5-1002 ($10,458.87-$12,712.82); and PLACE incumbent employees #63240 (Pos #10028) and #73989 (Pos #13924) at the New Step 5, effective January 1, 2019. 2. Beginning July 1, 2019, in the event the difference between the top step base rate of pay for the classification of Forensic Manager (6CGA) and the classification of Deputy Sheriff-Forensic Supervisor (6DHB) is less than 5%, the County will adjust all the steps in the Forensic Manager (6CGA) classification to achieve a difference of 5% at the top step between the two classifications. 3. In the event that the Deputy Sheriff-Forensic Supervisor (6DHB) classification is no longer utilized (all positions are vacant) the classification of Forensic Manager (6CGA) will be y-rated until the classification of Forensic Manager (6CGA) is 5% above the top step of Forensic Supervisor (6CHB); thereafter, in the event the difference between the top step base rate of pay for the classification of Forensic Manager (6CGA) and the classification of Forensic Supervisor (6CHB) is less than 5%, the County will adjust all the steps in the Forensic Manager (6CGA) classification to achieve a difference of 5% at the top step between the classifications of Forensic Manager and Forensic Supervisor (6CHB). APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Lisa Driscoll, County Finance Director (925) 335-1023 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Mike Casten, Undersheriff, Dianne Dinsmore, Human Resources Director, Jeff Bailey, Labor Relations Manager C. 20 To:Board of Supervisors From:David Twa, County Administrator Date:January 22, 2019 Contra Costa County Subject:Reallocate Classification of Forensic Manager in Sheriff-Coroner Department (P300 #22413) FISCAL IMPACT: Upon approval, these actions have a total current year cost of approximately $23,400 and a net General Fund cost of $11,700. The annual total cost is estimated to be $56,800 and a net General Fund cost of $23,400. The costs are net of fees for service. BACKGROUND: The recommended action addresses salary inequity between staff managers and supervisors, as well as recruitment and retention. Historically the Sheriff-Coroner maintained two series of classifications for criminalist, a sworn series and a non-sworn series. The sworn criminalist classifications were supervised by sworn supervisors and sworn managers and the non-sworn criminalists were supervised by non-sworn supervisors and managers. The sworn Deputy Sheriff-Forensic Manager has been vacant since the retirement of the incumbent in 2007. Practically, this means the sworn Deputy Sheriff-Forensic Supervisor positions report to the non-sworn Forensic Managers. The recommended action is to establish and maintain a 5% difference between the base top step of the manager and the positions they supervise. In the future in the likelihood that the sworn Deputy Sheriff-Forensic Supervisor position becomes difficult to fill/vacant/obsolete, the action addresses changes to the reallocation basis. CONSEQUENCE OF NEGATIVE ACTION: For long-term continuity and ability to retain and recruit qualified applicatants, the action addresses inequities between classifications of line and supervision. AGENDA ATTACHMENTS P300 No. 22413 MINUTES ATTACHMENTS signed P300 22413 POSITION ADJUSTMENT REQUEST NO. 22413 DATE 1/14/2019 Department No./ Department Sheriff Coroner Budget Unit No. 0255 Org No. 2515 Agency No. 25 Action Requested: REALLOCATE class of Forensic Manager (6CGA ) (represented) from salary level ZA 5-2057 ($9,413.75- $11,442.47) to ZA5-1002 ($10,458.87-$12,712.82) place incumbent employees #63240 (Pos #10028) and #73989 (Pos #13924) at the New Step 5. In the event the difference between the top step base rate of pa y for Forensic Manager and Deputy Sheriff-Forensic Supervisor (6DHB) is less than 5%, adjust steps to maintain 5%. Proposed Effective Date: 1/1/2019 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: Estimated total cost adjustment (salary / benefits / one time): Total annual cost $46,800.00 Net County Cost $23,400.00 Total this FY $23,400.00 N.C.C. this FY 11,700.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT 50% General Fund and 50% fee for service revenue. Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Lisa Driscoll ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Lisa Driscoll 1/14/2019 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 1/9/2019 REALLOCATE class of Forensic Manager (6CGA) (represented) from salary level ZA5-2057 ($9,413.75-$11,442.47) to ZA5- 1002 ($10,458.87-$12,712.82) place incumbent employees #63240 (Pos #10028) and #73989 (Pos #13924) at the New Step 5. In the event the difference between the top step base rate of pay for Forensic Manager and Deputy Sheriff -Forensic Supervisor (6DHB) is less than 5% (and class is used/filled), adjust steps to maintain 5%. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effec tive: Day following Board Action. 1/1/2019(Date) Tina Pruett 1/14/2019 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 1/14/2019 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Lisa Driscoll Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: David J. Twa, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date 1/14/2019 No. xxxxxx 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year -to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefit s Costs : b. Support Cost s : (services, supplies, equipment, etc.) c . Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c . financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Position Adjustment Resolution No. 22407 to add one (1) full-time Clerk-Experienced Level (JWXB) (represented) position at salary plan and grade 3RH 0750 ($3,082.83 - $3,824.99) in the Office of the County Counsel. FISCAL IMPACT: The cost of this position will be $61,151 annually, including an estimated $10,308 for retirement costs. All costs will be recovered through client billable hours. BACKGROUND: This Office has had a 44% turnover in clerical staff since 2015, losing several of our more experienced staff members. This problem is compounded by the fact that in this year alone we have seen a significant up tick in litigation managed by the General Law Division. This Office cancelled a clerical position to add a Legal Assistant position in early 2018. The addition of the Legal Assistant was essential to our operation, especially as we begin sorting through and developing case and document management systems. The General Law Division support staff to attorney ratio is not adequate. After several months of working with our current support staff structure, we find ourselves in the unfortunate position of frequently being one clerk short. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Wanda Mcadoo, (925) 335-1811 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Wanda McAdoo C. 21 To:Board of Supervisors From:Sharon L. Anderson, County Counsel Date:January 22, 2019 Contra Costa County Subject:Add one Clerk-Experienced Level Position CONSEQUENCE OF NEGATIVE ACTION: Foreseeable, potential consequences of a decision not to approve this request may be department inefficiencies, such as missed deadlines, work deferment and disruption in the provision of legal support services; as well as diminished work quality and job satisfaction, both for attorneys and the support staff. AGENDA ATTACHMENTS P300 No. 22407 MINUTES ATTACHMENTS signed P300 22407 POSITION ADJUSTMENT REQUEST NO. 22407 DATE 1/15/2019 Department No./ Department Office of the County Counsel Budget Unit No. 0030 Org No. 1700 Agency No. 17 Action Requested: ADOPT Position Adjustment Resolution No. to ADD one (1) full -time Clerk Experienced Level (JWXB) (represented) position at salary level 3R ($3,082.83 -$36,824.99) in the Office of the County Counsel. Proposed Effective Date: 1/16/2019 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost $61,151.00 Net County Cost $0.00 Total this FY $20,963.00 N.C.C. this FY $0.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT Cost to be recovered through client billings. Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Sharon L. Anderson ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT L.Strobel 1/9/2018 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 1/11/2019 Add one (1) full-time Clerk Experienced Level (JWXB) (represented) at salary plan and grade 3RH 0750 ($3,082.83 - $3824.99) in the Office of the County Counsel. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) Mary Jane De Jesus -Saepharn 1/11/2019 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 1/15/2019 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Lisa Driscoll Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: David J. Twa, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date 1/15/2019 No. xxxxxx 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year -to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefit s Costs : b. Support Cost s : (services, supplies, equipment, etc.) c . Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c . financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resources Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Position Adjustment Resolution No. 22420 to reclassify position #15602 and its incumbent (employee #55181) from Mental Health Clinical Specialist (VQSB) (represented) at salary plan and grade TC2 1384 ($4,980 - $7,394) to Clinical Psychologist (VQTB) (represented) at salary plan and grade TC2 1483 ($5,493 - $7,762) in the Health Services Department. FISCAL IMPACT: There is an increased cost of approximately $6,820 with pension cost of $1,681 already included. This cost is 100% offset with Federally Qualified Health Care revenue. BACKGROUND: The Health Services Department is requesting to reclassify position #15602 and its incumbent from Mental Health Clinical Specialist to Clinical Psychologist. This request is necessary to execute the agreement between Contra APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jo-Anne Linares, (925) 957-5240 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Sylvia Wong Tam C. 22 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Reclassify one Mental Health Clinical Specialist position in the Health Services Department BACKGROUND: (CONT'D) Costa County and Teamsters Local 856 to phase out Clinical Psychologist contractors working through a contract with the Wright Institute by reclassifying one incumbent and recruiting to fill a permanent full-time vacant Clinical Psychologist position. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the County will continue to rely on contractors and not meet its agreement with Teamsters Local 856. CHILDREN'S IMPACT STATEMENT: Not applicable AGENDA ATTACHMENTS P300 No. 22420 HSD MINUTES ATTACHMENTS signed P300 22420 POSITION ADJUSTMENT REQUEST NO. 22420 DATE 1/2/19 Department No./ Department Health Services Budget Unit No.0467 Org No. 5753 Agency No. A18 Action Requested: Reclassify position #15602 from Mental Health Clinical Specialist (VQSB) to Clinical Psychologist (VQTB) in the Health Services Department. Proposed Effective Date: Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost $6,820 Net County Cost 0 Total this FY $2,841 N.C.C. this FY $0 SOURCE OF FUNDING TO OFFSET ADJUSTMENT: 100% Federally Qualified Health Care revenue Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Jo-Anne Linares ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT _____Enid Mendoza_______________ ____1/16/2019_______ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 1/16/19 ADOPT Position Adjustment Resolution No. 22420 to reclassify position #15602 and its incumbent (ee #55181) from Mental Health Clinical Specialist (VQSB) (represented) at salary plan and grade TC2 1384 ($4,980 - $7,394) to Clinical Psychologist (VQTB) (represented) at salary plan and grade TC2 1483 ($5,493 - $7,762) in the Health Services Department. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) Lauren Ludwig 1/16/19 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 01/17/2019 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Enid Mendoza Other:______________________ ___________________________________ (for) County Administrator BOARD OF S UPERVISORS ACTION: David J. Twa, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date 1/17/2019 No. xxxxxx 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year -to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefit s Costs : b. Support Cost s : (services, supplies, equipment, etc.) c . Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c . financial implications 7. Briefly describe the alternative approaches to delivering the services which you have cons idered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resources Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Position Adjustment Resolution No. 22402 to cancel one vacant Senior Business Systems Analyst (LTVJ) position #17072 at salary plan and grade level ZB5 1787 $7,205.43-$9,655.97 and add one Information Systems Analyst Programmer IV (LPNB) position at salary plan and grade level ZA5 1787 $7,205.43-$9,655.97 in the Law and Justice Systems division of the County Administrator's Office. FISCAL IMPACT: No additional fiscal impact. The salary of the position to be canceled is budgeted and identical to the position to be added. BACKGROUND: The Law and Justice Systems Division of the County Administrator's Office is responsible for directing, planning and managing the functional development of the County's law and justice information systems (LJIS), and conducting business analysis, change management and system re-engineering activities on behalf of the County's justice departments (District Attorney, Probation, and Public Defender). This Division coordinates, on behalf of the County Administrator, with all local law enforcement agencies and the California Department of Justice to ensure that the LJIS and the County's automated warrant system are meeting the information needs and requirements of the agencies. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Julie DiMaggio Enea (925) 335-1077 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: CAO-Muni Svcs, LJIS Bus Systems Manager C. 23 To:Board of Supervisors From:David Twa, County Administrator Date:January 22, 2019 Contra Costa County Subject:Cancel One Sr. Business Systems Analyst and Add One Info Systems Programmer Analyst in CAO-LJIS BACKGROUND: (CONT'D) > The County's LJIS is an integrated legacy ‘green screen’ mainframe system developed in the 1980s that allows for the sharing of data between the County's justice departments and the Superior Court. The Sheriff’s Department and other local agencies also query this system and the related countywide warrant system for information. The County has been working for the last ten years to migrate these complex systems to modern web-based platforms, but there is no one proprietary system that will serve all needs. Consequently, several systems must be planned and implemented to replace the mainframe system, which is rapidly reaching obsolescence. Individually, these systems are complex but must also be designed to exchange information across departments and agencies and in a secure manner that comports with the strict legal requirements governing the storage and exchange of criminal justice information. The adopted strategy is to migrate these systems in a manageable sequence, beginning with the District Attorney's Prosecutor by Karpel system, of which the first phase was implemented in 2015, and followed by the Probation Department, and finally, the Public Defender's Office. Additionally, replacement of the County's automated warrant system management system has taken immediate precedence as the mainframe warrant system has shown signs of instability and is no longer supported by IBM. The Superior Court is, likewise, beginning to migrate its systems to modern platforms beginning with the traffic system. The implementation of modern, vendor-developed systems has required the Business Systems Manager to assume the additional duties of contract negotiation and management, managing multiple systems on different technology platforms, managing multiple large data conversion and system roll-out projects, developing and managing multiple system interfaces, and coordinating system modifications across separate but integrated systems. The Division he manages needs more help, particularly with maintaining multiple large, complex County systems, preparing requests for proposals, testing and validating programming, and performing systems analysis and programming duties. We have determined that the Information Systems Programmer IV job class will better meet the current needs of the LJIS Division than the Senior Business Systems Analyst job class. CONSEQUENCE OF NEGATIVE ACTION: Should this action not be approved, the County will not be in a position to secure the human resources needed to implement the critical law and justice systems on which all local justice and law enforcement agencies rely. AGENDA ATTACHMENTS air36455 MINUTES ATTACHMENTS signed P300 22402 POSITION ADJUSTMENT REQUEST NO. 22402 DATE 1/7/2019 Department No./ Department County Administrator Budget Unit No. 0235 Org No. 1095 Agency No. 3 Action Requested: Cancel one Sr. Business Systems Analyst (LTVJ) position #17072 and add one Information Systems Analyst IV (LPNB) position in the Law and Justice Systems Division of the County Administrator's Office. Proposed Effective Date: 1/23/2019 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost $0.00 Net County Cost $0.00 Total this FY $0.00 N.C.C. this FY $0.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT 100% County General Fund; LJIS budget Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. /s/ Julie DiMaggio Enea ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT /s/ Julie DiMaggio Enea 1/7/2019 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 1/9/2019 ADOPT Position Adjustment Resolution No. 22402 to cancel one vacant Senior Business Systems Analyst (LTVJ) position #17072 at salary level $7,205.43-$9,655.97 and add one Information Systems Analyst IV (LPNB) position at salary level $7,205.43-$9,655.97 in the Law and Justice Systems division of the County Administrator's Office. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) Marta Goc 1/9/2018 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE Approve Recommendation of Director of Human Resources Disapprove Rec ommendation of Director of Human Resources Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: David J. Twa, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSON NEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date 1/9/2019 No. xxxxxx 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years ) or on a year-to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefit s Costs : b. Support Cost s : (services, supplies, equipment, etc.) c . Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c . financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resources Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Position Adjustment Resolution No. 22337 to reassign eleven positions and incumbents (represented) from Department 0501 (Administrative Services Bureau) Org 5140 and one position and incumbent from Department 0501 Org 5101, to Department 0503 (Aging and Adult Services Bureau) Org 5315, and cancel one vacant Senior Social Services Information Systems Analyst, as specified in Attachment A, in the Whole Person Care program in the Employment and Human Services Department. FISCAL IMPACT: Upon approval, this action will have a salary and benefit cost shift from the Administrative Services Bureau (0501) to the Aging and Adult Services Bureau (0503). The appropriations are established in the FY 2018/19 budget. Actual costs for these positions have been journaled to the correct dept/org. This action will eliminate the need for future correction journals. Cancelling the vacant Sr. Social Services Information Systems Analyst position in the Whole Person Care Pilot Program (WPC), will decrease costs by $149,906. A November 13, 2018 Board item (c. 24), added a Social Service Program Assistant to the Aging and Adult WPC program, at a cost of $93,393. The requested cancellation complements the aforementioned Board item, resulting in a net cost decrease. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Michelle Fregoso (925) 608-5025 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Michelle Fregoso, Dianne Dinsmore, Human Resources Director C. 24 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:January 22, 2019 Contra Costa County Subject:Reassign Positions from Administrative Services to Aging and Adult Services and Cancel One Position in the Employment and Human Services Department FISCAL IMPACT: (CONT'D) These positions are funded by the Health Services Department's Community Connect - Whole Person Care Grant from the California Department of Health Care Services. There is no net cost to the County. (100% State) BACKGROUND: The Employment and Human Services Department (EHSD) WPC program, currently includes seven Social Worker I positions, two Social Worker III positions, one Social Work Supervisor II position, one Division Manager position, three Social Service Employment Placement Counselor positions, three Social Service Program Assistant positions, and one Senior Social Service Information Systems Analyst position. The vacant Senior SS Info Systems Analyst is to be cancelled because it is no longer programmatically needed. All other positions need to reside in the Aging and Adult Services Bureau, which will require moving 12 positions from the Administration Services Bureau. WPC positions were originally added in Administration Services (Department 0501 Org 5140) in FY 17/18; however, in FY 18/19 these positions were budgeted in Adult and Aging Services (Dept. 0503 Org 5397). Due to administrative oversight, the actual positions were not moved to Adult and Aging Services when a separate organization code (5315) was established on 7/1/18 to house costs for Whole Person Care. Costs for these positions have been journaled to the new organization. This action completes the accounting move of these positions to the new Org 5315 so that future journals are not necessary. On January 16, 2019, the County met and conferred with Local 512 and the proposed actions, including the cancellation, were agreed upon. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Department's budget will not align with its position management data, and the County will not be able to maximize efficiency in administering the WPC program. AGENDA ATTACHMENTS Attachment A P300 22337 MINUTES ATTACHMENTS signed P300 22337 AGENCY: EFFECTIVE: Position Count Position #Classification Class Code Emplyee # OR  VACANT From Dept #To Dept #To Org # 1 00017269 EHS Division Manager XADD 63111 501 503 5315 2 00015838 Soc Svc Employment Place Cnsl X7WB VACANT 501 503 5315 3 00015841 Soc Svc Employment Place Cnsl X7WB VACANT 501 503 5315 4 00015840 Soc Svc Employment Place Cnsl X7WB 77233 501 503 5315 5 00017271 Soc Svc Program Assistant X0SA 61602 501 503 5315 6 00017272 Soc Svc Program Assistant X0SA 76452 501 503 5315 7 00017270 Social Work Supvsr II X0HA 72160 501 503 5315 8 00004065 Social Worker X0VC 53463 501 503 5315 9 00004366 Social Worker X0VC 53857 501 503 5315 10 00017279 Social Worker III X0VB 87021 501 503 5315 11 00017278 Social Worker III X0VB 87060 501 503 5315 12 00015850 Social Worker X0VC 81918 501 503 5315 1 00017273 Sr Soc Svc Info Sys Analyst XQVC VACANT 501 503 5315 CANCEL POSITION RESSSIGN POSITIONS P300 No. 22337 ‐ Attachment A CONTRA COSTA COUNTY POSITIONS TO BE REASSIGNED Employment and Human Services (A‐19) January 1, 2019 POSITION ADJUSTMENT REQUEST Department No./ NO. 22337 DATE 8/3/2018 Department Employment and Human Services Budget Unit No. 0503 Org No. 5315 Agency No. A19 Action Requested: Reassign twelve positions and incumbents from Department 0501(Administrative Services Bureau) to Department 0503 (Aging and Adult Services), and cancel one Senior Social Services Information Systems Analyst position, as specified in Attachment A, in the Employment and Human Services Department. Proposed Effective Date: 7/1/2018 Classification Questionnaire attached: Yes No / Cost is within Department's budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost $-149,906 Net County Cost $0.00 Total this FY $-74,953 N.C.C. this FY $0.00 S O U R C E O F F U N D I N G T O O F F S E T A D J U S T M E N T Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Michelle Fregoso 925-608-5025 (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Julia Taylor 11/15/2018 Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 11/30/2018 Reassign twelve positions and incumbents from Department 0501(Administrative Services Bureau) to Department 0503 (Aging and Adult Services), and cancel one Senior Social Services Information Systems Analyst position, as specified in Attachment A, in the Employment and Human Services Department. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. 7/1/2018(Date) Gladys Scott Reid 11/30/2018 (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 12/12/2018 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Lisa Driscoll, County Finance Director Other: As recommended by Director of HR Effective February 1, 2019 (for) County Administrator BOARD OF SUPERVISORS ACTION: David J. Twa, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date 12/12/2018 No. xxxxxx 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year-to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefits Costs: b. Support Costs: (services, supplies, equipment, etc.) c. Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c. financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resources Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Position Adjustment Resolution No. 22416 to increase the hours of two (2) Deputy Public Defender III (25TB) (represented) position numbers 13505 and 3927 from part-time (32/40) to part-time (36/40) at salary plan and grade JD5 2146 ($10,82-$3,179); and cancel one (1) Deputy Public Defender III (25TB) (represented) vacant position number 13527 (part-time 8/40) at salary plan and grade JD5 2146 ($10,842-$13,179) effective February 1, 2019 in the Public Defender's Office. FISCAL IMPACT: Cost Neutral. BACKGROUND: The Office of the Public Defender is requesting this position adjustment to increase the hours of two (2) Deputy Public Defenders III positions from 32/40 hours to 36/40 hours so that the incumbents can be assigned additional cases. CONSEQUENCE OF NEGATIVE ACTION: If this request is not approved, the Public Defender will not be able to increase the hours of the incumbents and it may be difficult for incumbents to take on additional cases working less hours. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Joanne Sanchez-Rosa, (925) 335-8065 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Jami Napier, Deputy cc: Joanne Sanchez C. 25 To:Board of Supervisors From:Robin Lipetzky, Public Defender Date:January 22, 2019 Contra Costa County Subject:Increase hours of two (2) Deputy Public Defender III positions from part-time (32/40) to part-time (36/40) and cancel one .2 FTE position AGENDA ATTACHMENTS P300 No. 22416 MINUTES ATTACHMENTS signed P300 22416 POSITION ADJUSTMENT REQUEST NO. 22416 DATE 1/9/2019 Department No./ Department Public Defender Budget Unit No. 0243 Org No. 2909 Agency No. 043 Action Requested: ADOPT Position Adjustment Resolution No. 22416 to increase the hours of two (2) Deputy Public Defender III (25TB) (represent ed) position numbers 13505 and 3927 from part-time (32/40) to part-time (36/40) and cancel position number 13527 (part -time 8/40) in the Public Defender's Office. Proposed Effective Date: 2/1/2019 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost $0.00 Net County Cost $0.00 Total this FY $0.00 N.C.C. this FY $0.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT Department budget Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Joanne Sanchez-Rosa ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Paul Reyes 1/15/2019 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 1/15/2019 Increase the hours of two (2) Deputy Public Defender III (25TB) (represented) position numbers 13505 and 3927 from part - time (32/40) to part-time (36/40) and cancel vacant position number 13527 (part -time 8/40) in the Public Defender's Office. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) Tanya Williams 1/15/2019 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 1/16/19 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Paul Reyes Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: David J. Twa, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date 1/17/2019 No. 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year -to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefit s Costs : b. Support Cost s : (services, supplies, equipment, etc.) c . Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c . financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): AUTHORIZE the Public Works Director, or designee, to execute on behalf of the County, leases with Contra Costa ARC for two County-owned properties, one located at 2801 Robert H. Miller Drive, Richmond and one located at 3020 Grant Street, Concord, each for a ten-year term, in exchange for services to individuals with development disabilities, as permitted by Government Code Section 26227. DETERMINE that the two properties are not needed for County purposes during the term of the proposed leases. FISCAL IMPACT: There is no negative impact on the General Fund. Contra Costa ARC (ARC) is already in possession of the properties under existing leases in exchange for providing services to the community. It may be that under the proposed leases, the County will be better able to recoup utility fees from ARC. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Julin Perez, 925. 957-2460 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 26 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:APPROVE and AUTHORIZE a Lease of two County-owned Properties to Contra Costa ARC, District I and IV. BACKGROUND: The two sites being leased to Contra Costa ARC (ARC) are known as the George Miller Centers. Both sites were previously used by the County’s Health Services Department to provide services to individuals with developmental disabilities. In 2004, due to serious budget shortfalls, the Board approved a proposal to discontinue County services at both locations. To achieve cost savings for the County and ensure the centers continued to be used as resources for the community, in 2005 the County leased the centers to ARC to enable ARC to provide programs to individuals with developmental disabilities at the centers. The initial term of both leases was ten years with an option to extend for an additional ten years. In 2015, the terms of both leases were extended through March 31, 2025, and both remain in effect. Throughout the term of the leases, ARC has continued to be an essential community partner with the County and has continued to provide services to individuals with developmental disabilities and their families. Those services include providing enhanced disability services to developmentally disabled residents and their families, including advocacy services, employment development, parent training, and community access opportunities. These disabilities-related services are not services that the County currently provides at either center. Since entering into the existing leases, the County has adopted a form of lease that is easier to understand and administer. Approval of the proposed leases will (i) replace the existing leases with leases using the new form of lease, (ii) make it more clear that ARC is responsible for the cost of utilities, including sewer fees, and (iii) extend the term of the lease from March 31, 2025, to March 31, 2029. Government Code Section 26227 authorizes the County to make available to a nonprofit corporation any real property of the County that is not, and during the term of possession will not be, needed for County purposes, for use in carrying out programs deemed by the Board of Supervisors to be necessary to meet the social needs of the population of the County, including but not limited to the areas of health and education. CONSEQUENCE OF NEGATIVE ACTION: If the new leases are not approved, ARC will continue to provide the services it currently provides at both locations under the existing leases. RECOMMENDATION(S): APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract amendment with the California Department of Food and Agriculture (CDFA) effective January 22, 2019, to increase the payment limit by $68,040 to a new payment limit of $804,140, to provide exotic pest detection trapping services and add winter Asian Citrus Psyllid trapping, for the period November 1, 2018 through April 30, 2019. FISCAL IMPACT: This amendment will increase the Department's reimbursement by $68,040 for expenses incurred, for a new contract limit of $804,140. There is no county match required. BACKGROUND: The county shall provide additional services for placing and servicing Asian Citrus Psyllid traps for the period November 1, 2018 through April 30, 2019 in conjunction with exotic pest detection trapping services. This amendment incudes delimitation work associated with the detection of one or more life stages of target pests in the county. Exotic insect pests are considered hazardous to agriculture and the economy of California. Payment will be reimbursed on authorized charges matching the financial APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: 608-6600 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 27 To:Board of Supervisors From:Matt Slattengren Date:January 22, 2019 Contra Costa County Subject:Amendment 18-0207-1 Exotic Pest Detection Trapping BACKGROUND: (CONT'D) plan (salaries, benefits, overhead supplies, vehicle mileage and vehicle leasing costs). These expenditures must be itemized on the monthly invoice with documentation to support the charges. CONSEQUENCE OF NEGATIVE ACTION: A negative vote would result I loss of revenue to the department and possible threat to our local agriculture and residents of Contra Costa County. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to accept Grant Award #28-389 with the University of California San Francisco (UCSF) Fresno Medical Education Program, to pay County an amount not to exceed $75,000, for the Area Health Education Center (AHEC) Scholars Program to provide online training, experiential activities and mentorship to health professional students, for the period from January 1, 2019 through August 31, 2019. FISCAL IMPACT: Approval of this award will result in an amount not to exceed $75,000, payable to the County, from UCSF Fresno Medical Education Program. No County match is required. BACKGROUND: The AHEC Scholars Program provides meaningful work-based learning experiences and relevant community-based projects to college and pre-professional students to become a diverse and culturally competent health workforce. The will provide AHEC Scholars Program participants the community-health focus needed to enhance their education and career goals and introduced them to a variety of Contra Costa Health Services career pathway opportunities and agency partners. Approval of Grant Award # APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Anna Roth, 925-370-5101 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 28 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Grant Award #28-389 with University of California San Francisco Fresno Medical Education Program BACKGROUND: (CONT'D) 28-389 will allow the County to receive funding from UCSF Fresno Medical Education Program for the AHEC Scholars Program, through August 31, 2019. CONSEQUENCE OF NEGATIVE ACTION: If this award is not accepted, the AHEC Scholars Program will not receive funds and be required to operate at a reduced capacity. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Standard Agreement Amendment #29-811-2 (State #16-93243, A02) with the California Department of Health Care Services (DHCS), to increase the amount payable to the County by $6,410,209 to a new total not to exceed $45,057,837, for additional Substance Use Disorder (SUD) treatment services under the Drug Medi-Cal Organized Delivery System (DMC-ODS) with no change in the original term of June 30, 2017 through June 30, 2019. FISCAL IMPACT: Approval of Standard Agreement Amendment #29-811-2 increases funding by $6,410,209 for SUD treatment under the DMC-ODS. No County match is required. BACKGROUND: On August 13, 2015, the DHCS received approval from the Centers for Medicare and Medicaid Services to implement the DMC-ODS waiver. The DMC-ODS is a pilot project authorized originally under the California’s Section 1115 Bridge to Reform Demonstration Waiver and continued in the Medi-Cal 2020 Waiver. The purpose of the pilot program is to test a new paradigm for organized delivery of health care services for Medicaid eligible individuals with a substance use APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Matthew White, M.D., 925-957-5201 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 29 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Agreement Amendment #29-811-2 with the California Department of Health Care Services BACKGROUND: (CONT'D) disorder. Today, people with substance Use Disorders with Medi-Cal health coverage have limited treatment options available. The DMC-ODS Waiver allows any California county to “opt in” to provide a full continuum of services currently unavailable to Medi-Cal beneficiaries following submission and approval of a County Implementation Plan (CIP). Contra Costa County – specifically, the Behavioral Health Division’s Alcohol and Other Drug Services received DHCS approval of its CIP on August 10, 2016. Approval of this Amendment #29-811-2 will increase the amount payable to the County for additional SUD treatment services, through June 30, 2019. CONSEQUENCE OF NEGATIVE ACTION: If this Amendment is not approved the County will not be reimbursed for additional SUD treatment services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Agreement #28-344-6 (07-19EVRGRN) with the California Department of Health Care Services (DHCS), effective July 1, 2019, to allow the County to participate in and be reimbursed for Targeted Case Management (TCM) services provided to County recipients. FISCAL IMPACT: Approval of this Agreement will result in approximately $100,000,000 per year in funds payable to County for the TCM services, from the California Department of Health Care Services. No additional County match is required. BACKGROUND: Since 1997, the Department of Health Care Services has funded many Local Governmental Agencies to provide TCM. TCM is a Federal Program which provides comprehensive case management services to individuals within a specified target group. Due to California’s “Bridge to Reform”, Section 1115 Medicaid demonstration waiver and the related Medi-Cal managed care expansion, new TCM policies and procedures require a new TCM Provider Participation Agreement APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Dan Peddycord, 925-313-6712 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Marcy Wilhelm C. 30 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Approve Agreement #28-344-6 with the California Department of Health Care Services BACKGROUND: (CONT'D) with the DHCS, including transitioning to an evergreen agreement. Approval of Agreement #28-344-6 will replace the prior agreement and allow the County to continue to provide and be reimbursed for TCM until terminated by either party. This agreement includes agreeing to indemnify the State for any claims arising out of the County’s performance under the agreement. CONSEQUENCE OF NEGATIVE ACTION: If this agreement is not approved, the County will not receive funds accessible to continue the TCM services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Grant Agreement #28-390 (State #18-10644) with the California Department of Public Health (CDPH), to pay the County an amount not to exceed $508,532, for the Perinatal Health Equity Initiative, for the period from December 1, 2018 through September 30, 2019. FISCAL IMPACT: Approval of this Grant Agreement will allow the County to receive funding from the California Department of Public Health through September 30, 2019. No County match is required. BACKGROUND: The Perinatal Health Equity Initiative aims to improve birth outcomes in African American communities and was established with the passage of California State Legislature’s AB 1810. Contra Costa Health Services - Family, Maternal & Child Health (FMCH) Program has been funded to accomplish a scope of work which includes conducting an environmental scan, engaging APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Daniel Peddycord, 925-313-6712 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 31 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Grant Agreement #28-390 with California Department of Public Health BACKGROUND: (CONT'D) community partners in a planning process to determine needs and gain a deeper understanding of the Black community and its infant mortality rate in Contra Costa County, and developing and implementing a public health awareness campaign to raise awareness about pre-term birth and infant mortality. Approval of Grant Agreement #28-390 will allow the County to receive funding from the California Department of Public Health for the Perinatal Health Equity Initiative through September 30, 2019. This Agreement includes agreeing to indemnify the State for any claims arising out of the County’s performance under the agreement. CONSEQUENCE OF NEGATIVE ACTION: If this agreement is not approved, County will not receive funding to support the Perinatal Health Equity Initiative for Contra Costa County residents. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to accept on behalf of the County Grant Award #29-338-24 with the Department of Health Care Services, Children Medical Services, to pay the County in an amount not to exceed $1,630,582, for the Child Health and Disability Prevention (CHDP), the Health Care Program for Children in Foster Care (HCPCFC) and Psychotropic Medication Management and Monitoring Oversight (PMM&O) activities, for the period from July 1, 2018 through June 30, 2019. FISCAL IMPACT: Approval of this grant award will result in $1,630,582 of funding from the California Department of Health Care Services for the CHDP, HCPCFC and PMM&O projects. A match of $287,503 from County General Funds is required. BACKGROUND: The CHDP Program carries out State mandates regarding early and periodic screening, diagnosis and treatment and case coordination of health and dental services for children on Medi-Cal or within the 200% poverty level. These services are federally required and consistent with approved standards of medical practice. The CHDP program is responsible for provider certifications, APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Dan Peddycord, 925-313-6712 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Marcy Wilhelm C. 32 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Grant Award #29-338-24 from the Department of Health Care Services, Children Medical Services BACKGROUND: (CONT'D) network and resource development, training, outreach, care coordination, follow up and communications with medical and dental providers. This program works closely with community providers, other health related agencies, Managed Care, County Departments including Employment and Human Services, Probation, and Community Services as well as other Health Services Divisions to provide a wide variety of health related consultation services. The goal of the Program is to provide access to Contra Costa County low income children for periodic wellness care, provide further diagnosis and treatment for medical and dental problems found, assist with enrollment into a comprehensive plan, provide case coordination, follow up, and liaison to various resources, and provide case management and payment for care for children ages 0-21. The HCPCFC program carries out federal and state mandates for children in foster care and the juvenile justice system. PMM&O provides administrative public health nursing oversight of psychotropic medications for children in foster care and the juvenile justice system. Approval of Grant Award #29-338-24 is necessary for the continuation of this long standing state and federal funding that supports these ongoing Public Health Programs: CHDP, HCPCFC and PMM&O through June 30, 2019. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the County will not receive funding to support the CHDP, HCPCFC and the PMM&O programs to comply with State and Federal requirements. ATTACHMENTS RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a rental deposit contract with Pittsburg, California Lodge #1474 of the Benevolent and Protective Order of the Elks of the United States of America dba Marina Event Center, to use the venue for the Heritage Project, Breaking Barriers cross training event in an amount not to exceed $3,000, including modified indemnification language requiring the County's assumption of liability for damage or injury related to the facility use. FISCAL IMPACT: $3,000 event cost is funded from the California Department of Social Services for the Heritage Project, which is 75% Federal, 17.5% State, and 7.5% County funding. BACKGROUND: Contra Costa County receives an allocation from the California Department of Social Services (CDSS) for the Heritage Project. One of the requirements for funding is cross-training. The cross-training is for foster parents, community partners, alcohol and drug service providers, mental health providers, and County staff. The goals and objectives of the cross-training APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Elaine Burres 608-4960 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Elaine Burres, EHSD C. 33 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:January 22, 2019 Contra Costa County Subject:Heritage Project, Options for Recovery Program, Breaking Barriers Cross Training Event Space Rental BACKGROUND: (CONT'D) are to educate, increase collaboration between alcohol and drug treatment partners and social workers, decrease barriers that prevent agencies from working collaboratively, assist families and staff in creating practical solutions for change, case conferencing, and collaboration. On April 10, 2019, the Employment and Human Services Department, Children and Family Services Bureau, will host a cross-training event, entitled "Breaking Barriers Cross Training" for foster parents, caregivers, service providers and County staff. Marina Event Center has requested the Board of Supervisors approval in advance of the event. Provision of food and beverage service for non-county employees during the training is allowable under 2 CFR 200 Code of Federal Regulations 200.403 and 200.432. This will be consistent with County Administration Bulletin No.614, paragraph IV. B. stating "appropriated funds are not available to provide food and/or beverages to County employees or members of County committees". However, County employees are entitled to food and beverage as paid by the County during the all-day training as specified via Food Policy Exemption Request memo issued 6/4/2018 and approved by the County Finance Director, 6/6/2018. The Food Policy Exemption memo is allowed for consideration and use as stated in Administration Bulletin 6/4.3, section IV.C.5 "additional exceptions". The contract for this event includes language that requires the County to indemnify the venue at which the trailing event is held for injuries or damages related to the facility use. CONSEQUENCE OF NEGATIVE ACTION: The federal requirement for Heritage Project, Options for Recovery Program specialized training would not be provided and may impact funding. RECOMMENDATION(S): APPROVE and AUTHORIZE the Conservation and Development Director, or his designee, to execute a contract amendment with First Carbon Solutions (FCS or Contractor), to extend the term of the contract from February 9, 2019 to September 9, 2019, to complete the Final Environmental Impact Report (FEIR) for the Tassajara Parks Project in the Tassajara Valley/San Ramon area. FISCAL IMPACT: No impact to the General Fund. The cost is recovered by revenue received from land development and environmental review application fees. BACKGROUND: The Department of Conservation and Development contracted with First Carbon Solutions in September of 2014 to prepare an EIR for the Tassajara Parks Project involving the construction of a 125-unit residential subdivision with substantial dedication of parkland in the Tassajara Valley/San Ramon area. On May 12, 2016, the County released a Draft EIR (DEIR), and on September 29, 2016, released the Recirculated Draft EIR (RDEIR). The County received public comments on both the DEIR and RDEIR, to which the County will provide responses in the form of a Final EIR (FEIR) document. Due to the APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sean Tully, (925) 674-7800 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 34 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:January 22, 2019 Contra Costa County Subject:Tassajara Parks EIR Contract Amendment BACKGROUND: (CONT'D) unanticipated amount of time needed to provide responses to the comments received, the current contract term will be insufficient for completion of the Final EIR and the Contractor's continued technical assistance at the upcoming public hearings for the project. The payment limit for this contract will not increase. CONSEQUENCE OF NEGATIVE ACTION: If the contract extension is not approved, the County will not have continued access to the consulting services necessary to complete the EIR that is required for the Project in accordance with the California Environmental Quality Act. RECOMMENDATION(S): APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a contract with Fehr & Peers in an amount not to exceed $299,735 to assist the Department of Conservation and Development in developing and studying the feasibility of multi-use trail concepts for the Marsh Creek Corridor (“Corridor”), for the period January 22, 2019 through July 31, 2020. FISCAL IMPACT: No impact to the County's General Fund. Staff time and proposed County funding is included in existing work plans and budgets. Previously approved or reviewed allocations fund the project: Livable Communities Trust Fund District III portion ($250,000, Board approved 12/20/16), East Contra Costa County Habitat Conservancy Restoration Planning Funds ($25,000, 7/20/16) and Road Fund – Advance Planning (gas tax) ($24,735). BACKGROUND: Through a request for proposals solicitation, the Department of Conservation and Development (“DCD”) selected Fehr & Peers, a transportation planning/traffic engineering consultant firm, to develop the APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jamar Stamps (925) 674-7832 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Lawrence Huang, DCD C. 35 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:January 22, 2019 Contra Costa County Subject:Approve a contract with Fehr & Peers for the Contra Costa County Marsh Creek Corridor Multi-Use Trail Study. BACKGROUND: (CONT'D) Marsh Creek Corridor Multi-Use Trail Study ("Study"). The concept and proposal was developed through a collaborative, multi-jurisdictional effort including the Cities of Brentwood and Clayton, East Bay Regional Park District, Contra Costa Transportation Authority (“CCTA”), County Flood Control District, County Health Services Department, East Contra Costa Habitat Conservancy, and non-governmental organizations and advocacy groups (Save Mount Diablo, John Marsh Historic Trust, Delta Peddlers, and Bike East Bay). The Study will explore opportunities to develop an approximately 13-mile long multi-use trail through the Marsh Creek Corridor aligned with Marsh Creek Road between the City of Clayton and the City of Brentwood. In the event this trail and adjacent trails are completed, there will be one continuous non-motorized route from Concord to Mount Diablo that ultimately continues to the shoreline of the Delta in Oakley. Marsh Creek Road is a major thoroughfare that connects Central and East Contra Costa County. This stretch of Marsh Creek Road where the subject trail is proposed receives up to 10,000 average vehicle trips a day. The western segment of Marsh Creek Road carries a higher volume of commuters on average each day due to its proximity to the City of Clayton while the eastern segment near Round Valley Regional Preserve (Deer Valley Road) receives significantly fewer average daily vehicle trips. Marsh Creek Road is the gateway to 110,000 acres of open space and recreational areas managed by the East Contra Costa Habitat Conservancy, East Bay Regional Park District, Contra Costa Water District, State Parks, and other local jurisdictions. This project is consistent with the County's Complete Streets Policies including the 2016 Complete Streets Resolution and General Plan amendment of 2008 (Promotion of Bicycle/Pedestrian Facilities). Bicycle trips take place on Marsh Creek Road, in spite of the lack of a bicycle path or designated lane. Marsh Creek Road within Clayton has an existing Class II bicycle lane, which connects to Clayton’s extensive trail network. In East Contra Costa County, the Marsh Creek Trail currently runs from the Big Break Regional Shoreline in Oakley to the southern city limits of the City of Brentwood. The East Bay Regional Park District plans to extend the Marsh Creek Trail through the City of Brentwood to the Round Valley Regional Preserve (project initiated November 2018). This Study will seek to develop a project that closes the gap in the multi-use trail between Round Valley Regional Preserve and the City of Clayton. CONSEQUENCE OF NEGATIVE ACTION: The Study will not proceed, thus delaying the implementation of County policies for bicycle and pedestrian facilities. ATTACHMENTS Study Area Map Mount DiabloState Park Round ValleyRegional Preserve Marsh CreekState Park EBRPDLand Bank Mars h C r e e k R d ÄÅ4 Black DiamondMinesRegionalPreserve CCWD CCWD EBRPD Land Bank Los VaquerosWatershed Land Morgan TerritoryRegional Park MarshCreekTrailExisting Proposed Marsh Creek Regional Trail ClaytonTrailsExisting Brentwood AntiochClayton Mar s h C r e e k Area of Detail N 0 0.80.4 Miles Marsh Creek Corridor Multi-Use Trail Study Area RECOMMENDATION(S): APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract amendment effective February 1, 2019 with CherryRoad Technologies, Inc., to increase the payment limit by $2,771,300 to a new payment limit of $6,810,120 and extend the term through July 20, 2020 for five years of application hosting and support services of the County's human resources and payroll systems. FISCAL IMPACT: The contract cost comprises software and data application hosting services in the amount of $4,038,820 for five years and ongoing support of PeopleSoft applications in the amount of $2,771,300. The total of $6,810,120 is budgeted under Org #1695 FY 2017-2018, FY 2018-2019, FY 2019-2020, FY 2020-2021 and FY 2021-2022 supported through countywide inter-departmental charges to all departments. The County can terminate this contract, without cause, through a 30-day written notice to the Contractor. BACKGROUND: The PeopleSoft Human Capital Management (HCM) system has transitioned to production use. The system processes the County’s payroll and, in addition, is utilized daily by the Human Resources Department to maintain employee benefits. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Marc Shorr 925-608-4071 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 36 To:Board of Supervisors From:Marc Shorr, Chief Information Officer Date:January 22, 2019 Contra Costa County Subject:CherryRoad Technologies, Inc., Contract Amendment No. 2 to Engage Contractor Resources for ongoing support of PeopleSoft 9.2 Applications BACKGROUND: (CONT'D) The purpose of this amendment is to continue support of the PeopleSoft 9.2 HCM system. Additionally, this amendment will continue the utilization of the CherryRoad’s hosted environment. The original hosted contract with CherryRoad Technologies provided for the Contractor to host the HCM System at a cost of $2,192,520. The approved first amendment to the contract increased the Contract payment limit by $1,846,300 to $4,038,820. The proposed second amendment to the contract will: (1) increase the Contract payment limit by $2,771,300; (2) amend the service plan to extend the Contractor’s resource support to take advantage of the Optional Application Managed Services detailed in the Service Plan Article V Section B(1) and B(2). The Steering Committee (the County Administrator, County Finance Director, Chief Information Officer, Human Resources Director, and Auditor-Controller) has approved this increase in the contract payment limit for ongoing support of PeopleSoft system. The ongoing support from contractor will include: Technical and functional Support; Assistance to users with usage and navigation of application functionalities and business processes within the modules, specific to the County’s application functional setup; Troubleshooting of functional issues and provision of solutions through configurations and setup changes; Assistance to users with issues associated with data consistency within their HCM applications; Provision of break/fix support for existing custom programs, forms, reports, and interfaces; and Support for data extracts and batch programs. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve the contract will result in the inadequate support to our HCM system and additional development of features required by the County, which will increase the risk that the County will be unable to process County’s payroll, human resources administration and employee benefits timely and accurately. ATTACHMENTS Contract Amendment #2 Specs Contract No. 46196-00 Initials: __________ __________ Contractor County CherryRoad Hosting Contract - Amendment No. 2 Amendment Specifications For good and valuable consideration set forth in this Amendment No. 2, County, on behalf of its Department of Information Technology, and Contractor hereby amend the Contract as set forth in this Amendment No. 2. Except as expressly amended herein, all other terms and conditions of the Agreement shall remain in full force and effect. 1. Contract Payment Limit. Section 4 (Payment Limit) of the Contract is hereby amended by deleting “$2,192,520” therefrom and replacing it with “$6,810,120”. 2. Temporary Post Production Services . Section II(I) (Out of Scope Services) of the Service Plan is hereby deleted in its entirety an d replaced with the following: “I. Temporary Post Production Support; Out of Scope Services. 1. Temporary Post Production Support. Contractor shall provide the following employees to provide post production System support : Michael Finkelstein (Payroll), Laura Adams (HR/Benefits), Daniel Gonzalez (Benefits Administration), Himanshu Thakkar (Technical Self-Service), and Jeff Strand (Technical) to perform the following System support services at the rates set forth in Section I(2) below (the “Temporary Post Production Support Services ”). a. Respond, record, and triage functional/technical application issues and communicate solutions offered from a knowledge repository which includes historical views of both issues and resolutions (i.e. Ticketing System), process flows and application documentation b. Assist users with usage and navigation of Application functionalities and business processes within the modules, specific to the County’s application functional setu p c. Troubleshoot functi onal issues and provide solutions through configurations and setup changes d. Assist users with issues associated with data consistency within their HCM/ applications e. Support release management (patches -fixes-updates) f. Troubleshoot technical issues and provide solutions through configurations and setup changes g. Assist users with issues associated with data consistency within the HCM applications h. Provide Break/Fix support for existing custom programs, forms, reports , and interfaces i. Support Data extracts and batch programs j. Apply and/or implement new Functionality delivered through the PUM process k. HCM Technical Upgrade l. SDLC Management m. Remote Development and Testing n. Custom Integration development o. User Interface/Customization modifications p. Development migrations q. Remote Application Testing r. Custom Training development and delivery Contract No. 46196-00 Initials: __________ __________ Contractor County s. Work with the County to identify new functionality and enhancements to implement as needed 2. Period of Temporary Services, Etc. Contractor shall provide the Temporary Post Production Support Services until July 31, 2020, unless earlier terminated, in part or in whole, by County’s provision of thirty (30) days written notice to Contractor. Each of the Contractor employees listed in the table below will not exceed the hours set forth in the table and County will pay Contractor at the hourly rates set forth in the table below. County has the option of selecting whether the Temporary Post Prod uction Support Services consultants will perform services onsite at County or remotely. If County notifies Contractor in writing that any Contractor employee performing Temporary Post Production Support Services is not performing in a satisfactory manner, Contractor shall remove such employee and, within a reasonable period of time, replace such employee with a qualified employee and the approval of County. CherryRoad Amendment #2 - Hours and Amounts Name/Month Laura Adams Michael Finkelstein Danny Gonzalez Shashank Katepalli Jeff Strand Feb-19 160 160 160 160 160 Mar-19 170 170 170 170 170 Apr-19 170 170 170 170 170 May-19 180 180 180 180 180 Jun-19 160 160 160 160 160 Jul-19 160 160 160 160 160 Aug-19 180 180 180 180 180 Sep-19 152 152 152 152 152 Oct-19 184 184 184 184 184 Nov-19 160 160 160 160 160 Dec-19 160 160 160 160 160 Jan-20 160 160 160 160 160 Feb-20 160 160 160 160 160 Mar-20 170 170 170 170 170 Apr-20 170 170 170 170 170 May-20 180 180 180 180 180 Jun-20 160 160 160 160 160 Jul-20 160 160 160 160 160 Total 2996 2996 2996 2996 2996 Onsite Rate $185 $185 $185 $185 $185 Remote rate $155 $155 $155 $155 $155 Total $554,260 $554,260 $554,260 $554,260 $554,260 Total Amendment #2 $2,771,300 Contract No. 46196-00 Initials: __________ __________ Contractor County 3. Out of Scope Services. If County desires that Contractor perform services that are not within the scope of this Agreement, the parties will cooperate in good faith to amend this Contract to provide a description of the additional services, and the cost therefor at the hourly rates set forth in Article V (Payment Provisions) bel ow.” 3. Section V(B)(1) (Optional Services Not Included in Monthly Fee). Section V(B)(1) (Optional Services Not Included in Monthly Fee ) is hereby deleted in its entirety and replaced with the following: “1. The services set forth below in the “Optional Application Managed Services” column are not included in the monthly fee, however, Contractor will perform the Temporary Post Production Support Services pursuant to Section II(I) (Temporary Post Production Support; Out of Scope Services) above for the rates set forth therein, and after the Temporary Post Production Support Services have ended, Contractor will perform the described services either on a fixed price monthly basis or a time and material basis at the rates set forth in Section B(2) below .” RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Public Works Director, a purchase order with NWN Corporation in the amount of $104,091.22 for data and server storage over a 5 year warranty period, Martinez area. FISCAL IMPACT: 100% Various Public Works Road, Flood, and special revenue funds. BACKGROUND: The current 65 TB storage hardware is no longer expandable for future growth. We are also now out of warranty on 8 nodes and going out of warranty on another 4 nodes. The department needs to replace these to allow for 5 years’ worth of data growth as well as keeping hardware under warranty contract. This new storage solution will be on a 5 year replacement cycle for the Public Works Department. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Mark Wharton 925-313-2243 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 37 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:Purchase Order with NWN Corporation for data and server storage over a 5 year period CONSEQUENCE OF NEGATIVE ACTION: The Department has an aging storage solution that is falling out of warranty and is no longer expandable in size. ATTACHMENTS NWN Corp Quotation RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #76-632 with Press Ganey Associates, Inc., a corporation, in an amount not to exceed $215,000, to provide consulting and technical assistance on patient satisfaction through measurement and improvement surveys at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers for the period from January 1, 2019 through March 31, 2021. FISCAL IMPACT: This Contract is funded 100% by Hospital Enterprise Fund I. BACKGROUND: Under Contract #76-632, Contractor will provide patient experience survey services as required by the State of California Medicaid 1115 Waiver Program at CCRMC. Services include mail surveys for Inpatient and Outpatient Clinics and the Emergency Department at CCRMC, through March 31, 2021. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, survey services will not be performed by this Contractor and CCRMC will not be in compliance with California Medicaid 1115 Waiver requirements. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jaspreet Benepal, 925-370-5101 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Marcy Wilhelm C. 38 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Contract #76-632 with Press Ganey Associates, Inc. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Public Works Director, to execute a purchase order with Southern Counties Fuels in an amount not to exceed $1,300,000 for fuel for the period February 1, 2019 through January 31, 2020, Countywide. FISCAL IMPACT: 100% Fleet Internal Service Funds BACKGROUND: Public Works Fleet Services is responsible for the County fueling station on Waterbird Way. The Materials Management Division purchases fuel for the station by accepting daily bids from fuel distributors. We have four vendors currently submitting bids. We are set up to purchase fuel from all four of them. All four vendors are in need of new purchase orders. Southern Counties is our primary vendor, followed by Spartan Petroleum, Ramos Oil Co., Inc. and Hunt & Sons Inc. This request is for Southern Counties Fuels. CONSEQUENCE OF NEGATIVE ACTION: If this purchase order is not approved, the purchase of fuel from Southern Counties Fuels will discontinue. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Stan Burton, 925-313-7077 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 39 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:APPROVE a Purchase Order with Southern Counties Fuels RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Silicon Valley Fire, Inc., in an amount not to exceed $600,000 for fire suppression certification and repair services for the period February 1, 2019 through January 31, 2022, Countywide. FISCAL IMPACT: This cost is to be funded through Public Works Facilities budget and user departments. (100% General Fund) BACKGROUND: Public Works Fleet and Facilities Services are responsible for fire extinguisher and fire suppression system repair and service in County buildings and vehicles. Fire extinguishers must, by law, be inspected and certified annually. Public Works Purchasing has bid this as Bidsync #1810-307, and awarded this commodity to Silicon Valley Fire, Inc. Facilities is requesting a contract be awarded to Silicon Valley Fire, Inc. CONSEQUENCE OF NEGATIVE ACTION: If this agreement is not approved, fire extinguisher maintenance will discontinue. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Stan Burton, 925-313-7077 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 40 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:APPROVE a contract with Silicon Valley Fire, Inc., Countywide. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Atco Tow, Inc., in an amount not to exceed $250,000 for vehicle towing services for the period February 1, 2019 through January 31, 2022, Countywide. FISCAL IMPACT: 100% Fleet Internal Services Funds BACKGROUND: Public Works Fleet Services maintains all County vehicles. As such, vehicle towing is an important part in getting damaged or broken units from one point to another. As bid in house through Materials Management, Atco Tow, Inc. has been awarded this commodity as the County’s primary towing vendor. We are requesting this contract be approved for a period covering the next three years. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, vehicle towing services will be discontinued. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Stan Burton, 925-313-7077 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 41 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:APPROVE a contract with Atco Tow, Inc., Countywide. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #27-291-14 with Bay Area Retina Associates, a general partnership, in an amount not to exceed $3,000,000, to provide ophthalmology services for Contra Costa Health Plan (CCHP) members for the period from February 1, 2019 through January 31, 2021. FISCAL IMPACT: This contract is funded 100% by CCHP Enterprise Fund II. (Rate increase) BACKGROUND: On February 14, 2017, the Board of Supervisors approved Contract #27-291-13 with Bay Area Retina Associates, to provide ophthalmology services to CCHP members for the period February 1, 2017 through January 31, 2019. Approval of Contract #27-291-14 will allow the Contractor to continue to provide ophthalmology services to CCHP members through January 31, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, M Wilhelm C. 42 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Contract #27-291-14 with Bay Area Retina Associates CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #27-735-6 with David Gilbert, M.D., an individual, in an amount not to exceed $300,000, to provide ophthalmology services for Contra Costa Health Plan (CCHP) members for the period from February 1, 2019 through January 31, 2021. FISCAL IMPACT: This Contract is funded 100% by CCHP Enterprise Fund II. (Rate increase) BACKGROUND: On February 17, 2017, the Board of Supervisors approved Contract #27-735-5 with David Gilbert, M.D., to provide ophthalmology services to CCHP members for the period from February 1, 2017 through January 31, 2019. Approval of Contract #27-735-6 will allow the Contractor to continue to provide ophthalmology services through January 31, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, M Wilhelm C. 43 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Contract #27-735-6 with David Gilbert, M.D. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Ombudsman Services of Contra Costa, Inc., effective February 1, 2019, to increase the payment limit by $72,930 to a new payment limit of $317,300 for ombudsman services to seniors in long-term care, for the term July 1, 2018 through June 30, 2019. FISCAL IMPACT: The contract will increase expenditures by $72,930. The funds allocated for this contract are 30% Federal (Older Americans Act, Title III-B and VII-A) and 70% State. BACKGROUND: Ombudsman Services of Contra Costa, Inc. provides long-term care ombudsman services for adults, including mediation and conciliation services, creation of Family Councils for support of families of long-term care residents, document and report investigations of physical abuse of all dependent adult and elder residents of long-term facilities, education and training on seniors' rights, benefits, and entitlements. The additional funding received will increase the level of services provided. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: V. Kaplan, (925) 608-4963 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 44 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:January 22, 2019 Contra Costa County Subject:Amend Contract with Ombudsman Services of Contra Costa, Inc. CONSEQUENCE OF NEGATIVE ACTION: Seniors in Contra Costa County will not receive the assistance of ombudsman services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Lincoln, a non-profit corporation, in an amount not to exceed $150,000 to provide coordinated child and family services and school-based case management for the period January 1, 2019 through June 30, 2020. FISCAL IMPACT: The funds allocated for this contract are 100% from Federal Promoting Safe and Stable Families funding. No County match is required. BACKGROUND: Lincoln will provide coordinated child and family services and school-based case management at Park Middle School in the Antioch Unified School District. This work, under the Family Preservation component of the Federal Promoting Safe and Stable Families (PSSF) Program, will provide wellness and stress reduction services, parent support and education for parents, and case management services to students and families, with a focus on connecting youth and family members to resources that will help keep family members safe, strengthen the family bond, assist families in times of crisis or need and/or help families navigate daily needs related to housing, transportation, employment, or related services. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: V. Kaplan, (925) 608-4963 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 45 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:January 22, 2019 Contra Costa County Subject:Contract with Lincoln CONSEQUENCE OF NEGATIVE ACTION: County clients would not have access to education, family, and well-being programs, which work to disrupt the cycle of poverty and trauma, empowering children and families to build a strong future. CHILDREN'S IMPACT STATEMENT: This contract supports all of the community outcomes established in the Children's Report Card: (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families." This is accomplished through providing integrated and collaborative case management prevention and intervention services to students and their families in need. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Uplift Family Services, a non-profit corporation, in an amount not to exceed $149,501 to provide supervised family visitation services for the period January 1, 2019 through June 30, 2020. FISCAL IMPACT: The funds allocated for this contract are 100% from Federal Promoting Safe and Stable Families funding. BACKGROUND: Uplift Family Services will assist Employment and Human Services Department (EHSD) social workers in providing Community Based Family Visitation (CBFV) services located in West, Central,and East Contra Costa County to deliver supervised family visitation services to children and families involved with Children and Family Services (CFS), offering eligible families the opportunity of having supervised parent-child and sibling visitation in community-based locations. CBFV will provide a safe, comfortable, and accessible environment in which supervised visits can take place between children and families at their designated locations or in the community. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: V. Kaplan, (925) 408-4963 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 46 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:January 22, 2019 Contra Costa County Subject:Contract with Uplift Family Services for Supervised Family Visitation Services CONSEQUENCE OF NEGATIVE ACTION: Vital family visitation center services would not be provided in the County. CHILDREN'S IMPACT STATEMENT: This contract supports all of the community outcomes established in the Children's Report Card: (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families." This is accomplished through providing integrated and collaborative case management prevention and intervention services to students and their families in need. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Counseling Options & Parent Education Support Center, Inc. (C.O.P.E.), a non-profit corporation, in an amount not to exceed $125,000 to provide parenting classes in East, West, and Central Contra Costa County for the period January 1, 2019 through June 30, 2020. FISCAL IMPACT: The funds allocated for this contract are 100% from Federal Promoting Safe and Stable Families funding. BACKGROUND: Counseling Options & Parent Education Support Center, Inc. (C.O.P.E.), under the Promoting Safe and Stable Families (PSSF) Program, will provide parenting classes in East, West, and Central Contra Costa County. Contractor will conduct parent education session for parents to include Triple P Positive Parenting Level 4, Transitions, and Supporting Father's Involvement (SFI). Services include outreach to community-based organizations, health centers, faith communities and social workers about the parent education series. CONSEQUENCE OF NEGATIVE ACTION: County Children and Family Services clients will not have access to no-cost parenting classes. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: V. Kaplan, (925) 608-4963 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 47 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:January 22, 2019 Contra Costa County Subject:Contract with Counseling Options & Parent Education Support Center, Inc. (C.O.P.E.) CHILDREN'S IMPACT STATEMENT: This contract supports all of the community outcomes established in the Children's Report Card: (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families." This is accomplished through providing integrated and collaborative case management prevention and intervention services to students and their families in need. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Early Childhood Mental Health Program, a non-profit corporation, in an amount not to exceed $150,000 to provide a community mental health coordinator and family enrichment and developing services for the period January 1, 2019 through June 30, 2020. FISCAL IMPACT: The funds allocated for this contract are 100% from Federal Promoting Safe and Stable Families funding. BACKGROUND: Early Childhood Mental Health Program, under the Community-Based Family Support component of the Federal Promoting Safe and Stable Families (PSSF) program, will provide a community mental health coordinator and family enrichment and development services. The community mental health coordinator will provide training to service providers about the signs of mental health distress and how to support families with referrals to services in addition to attending family meetings and support community providers to better explain therapeutic support services and ensure that APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: V. Kaplan, (925) 608-4963 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 48 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:January 22, 2019 Contra Costa County Subject:Contract with Early Childhood Mental Health Program BACKGROUND: (CONT'D) parents and providers have a warm handoff to access services for their children. The family enrichment and developing services include domestic violence support groups as well as New Moms Parenting support program and Dads Make a Difference coaching program. CONSEQUENCE OF NEGATIVE ACTION: Not approving this contract would impede comprehensive mental health treatment and early education services. This contract will provide specialized assessments, treatments, and support to children and families, who are at-risk, abused, neglected, emotionally disturbed, or have effects of substance abuse. CHILDREN'S IMPACT STATEMENT: This contract supports all of the community outcomes established in the Children's Report Card: (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families." This is accomplished through providing integrated and collaborative case management prevention and intervention services to students and their families in need. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Richmond Community Foundation, a California non-profit corporation, to increase the payment limit by $16,000 to a new payment limit of $209,619.11, effective February 1, 2019, to provide additional SparkPoint Career Center and Volunteer Tax Services to low-income Bay Point residents, with no change to the term July 1, 2018 through June 30, 2019. FISCAL IMPACT: This will increase department expenditures by $16,000 for total department expenditures of $209,619.11. For the contract, $16,000 is to be funded by a combination of United Way SIT Grant funding/CDBG SIT funding; $102,840.00 is to be funded by WIOA Regional Plan Implementation; and, $90,780 is to be funded by California Work Opportunity and Responsibility to Kids (CalWORKs) funding. Overall funding sources are 1% County, 7% State, 61% Federal and 31% Other revenues. BACKGROUND: Richmond Community Foundation (RCF) was selected from a competitive procurement, Request for Interest (RFI) #641 to provide SparkPoint Career Center and Volunteer Tax Services in East Contra APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Gina Chenoweth 8-4961 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 49 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:January 22, 2019 Contra Costa County Subject:Amend Contract with Richmond Community Foundation for SparkPoint Career Center and Volunteer Tax Services BACKGROUND: (CONT'D) Costa County. The SparkPoint Career Center (Career Center) provides a multitude of services and support to low-income residents in East Contra Costa County and offers free volunteer tax preparation assistance year-round. Services provided under this Contract are targeted to the Bay Point community. Additionally, RCF is the East Bay Regional Industry Sector Partnerships Coordinator, facilitating coordination and alignment of East Bay Regional industry sectors, implementation of protocols for data sharing, developing regional industry-focused asset maps, managing shared document systems, managing the East Bay Regional Planning Unit (EBRPU) website, and providing monthly reports to EBRPU. This amendment ensures RCF has funding to fulfill the identified obligations for the contract term by adding two (2) assistants with designated responsibilities to support Career Center operations and tax preparation services. These additional funds will support the RCF in effectively fulfilling contracted obligations and projected work loads during tax season. CONSEQUENCE OF NEGATIVE ACTION: Contra Costa County will not be able to provide the Bay Point community of East County with sufficient targeted career and free income tax preparation services. CHILDREN'S IMPACT STATEMENT: The services provided under this contract support three of the five Contra Costa County community outcomes: (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families” by providing multitude of services and support to low-income residents in East Contra Costa County and free volunteer tax preparation assistance. RECOMMENDATION(S): APPROVE AND AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-204 with Managed Markets Insight and Technology, LLC, a limited liability company, in an amount not to exceed $27,000, to provide administration services for the Contra Costa Health Plan’s (CCHP) Drug Formulary, for the period January 1, 2019 through December 31, 2021. FISCAL IMPACT: This contract is funded 100% by CCHP Enterprise Fund II. (No rate increase) BACKGROUND: Under contract #77-204, Contractor will provide an electronic drug formulary to be downloaded to County’s handheld computers. This reduces drug costs by allowing providers to select approved medications, from CCHP’s Drug Formulary by selecting generic versus costly name brand drugs for the period January 1, 2019 through December 31, 2021. This contract includes mutual indemnification and modifications to County’s Standard General Conditions. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, M Wilhelm C. 50 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Contract #77-204 with Managed Markets Insight and Technology, Inc. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, administration services for CCHP’s drug formulary will not be provided by this Contractor. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Defender, or designee, to execute a contract with West Publishing Corporation in an amount not to exceed $245,196 to provide online legal resource services and printed materials for the period of December 1, 2018 through January 31, 2024. FISCAL IMPACT: Budgeted, 100% General Fund. The costs for FY 2018/2019 is $27,186. The annual costs is approximately $48,000 per fiscal year starting in FY 2019/2020. BACKGROUND: West Publishing Corporation provides online subscriptions services to the Thomson West Proflex Online Law Library and various legal publications (printed volumes). These resources are used for reference and research in the legal representation of clients and is an essential support tool in the Department. The five-year service period minimized the cost of procuring these services which are offered to governmental agencies at a 57% discount to the vendor's APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Joanne Sanchez-Rosa, (925) 335-8065 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 51 To:Board of Supervisors From:Robin Lipetzky, Public Defender Date:January 22, 2019 Contra Costa County Subject:Contract-West Publishing Corporation BACKGROUND: (CONT'D) standard pricing for these products and also limit the annual increase in cost to 1% instead of the standard annual increase of 5%. CONSEQUENCE OF NEGATIVE ACTION: If not approved, the Department will not have access to essential legal reference resources online and in print to conduct research in the legal representation of clients, or would need to procure these resources at a much higher cost. ATTACHMENTS RECOMMENDATION(S): APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay $647,110.42 to John Muir Behavioral Health Center for the provision of inpatient psychiatric treatment services including diagnostic and therapeutic services and mental health treatment, for the period August 3, 2017 through June 30, 2018. FISCAL IMPACT: Payment is funded 100% by Mental Health Realignment. BACKGROUND: In October 2017, the County Administrator approved and the Purchasing Services Manager executed Contract #24-794-8(17) with John Muir Behavioral Health Center for the period from July 1, 2017 through June 30, 2018 for the provision of inpatient psychiatric treatment services including diagnostic and therapeutic services and mental health treatment. Contra Costa Regional Medical Center (CCRMC) refers patients to John Muir Behavioral Health Center when CCRMC inpatient psychiatric units became full. There was an unanticipated increase in the need for APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Matthew White, M.D., 925-957-5201 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 52 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Payments for Services Provided by John Muir Behavioral Health Center BACKGROUND: (CONT'D) psychiatric services during the contract term and the contract payment limit was exceeded. As requested by the County, John Muir Behavioral Health Center provided additional inpatient psychiatric treatment services in good faith. Behavioral Health Services Division Administration has therefore determined that John Muir Behavioral Health Center is entitled to payment for the reasonable value of their services under the equitable relief theory of quantum meruit. That theory provides that where a person has been asked to provide services without a valid contract, and the provider does so to the benefit of the recipient, the provider is entitled to recover reasonable value of those services. CONSEQUENCE OF NEGATIVE ACTION: John Muir Behavioral Health Center will not be paid for psychiatric treatment services rendered in good faith. CHILDREN'S IMPACT STATEMENT: ATTACHMENTS RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, an amendment to Purchase Order #F54395 with GE Medical Systems Information Technologies, Inc., to increase the payment limit by $700,000 to a new payment limit of $3,633,846 for maintenance of imaging systems at the Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers with no change in the original term of December 1, 2014 through November 30, 2019. FISCAL IMPACT: 100% funding is included in the Hospital Enterprise Fund I budget. BACKGROUND: CCRMC and Contra Costa Health Centers provide imaging services to numerous patients and it is critical that these systems be maintained. Due to the advanced technology involved, our imaging systems require specialized service engineers for their maintenance that GE Healthcare continues to provide. CONSEQUENCE OF NEGATIVE ACTION: If this Purchase Order is not approved, the CCRMC and the Contra Costa Health Centers will be unable to keep the imaging systems working thus negatively impacting patient care. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jaspreet Benepal, 925-370-5101 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Marcy Wilhelm C. 53 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Purchase Order with GE Medical Systems Information Technologies, Inc. RECOMMENDATION(S): APPROVE clarification of Board action of December 18, 2018, (C.65) which authorized the Health Services Director to execute Contract #26-473-26 with SHC Services, Inc. (dba Supplemental Health Care), a corporation, to correct the termination date from June 30, 2019, to reflect the intent of the parties in which the termination date should be March 31, 2019. FISCAL IMPACT: This contract is funded 100% by Hospital Enterprise Fund I. BACKGROUND: On December 18, 2018, the Board of Supervisors approved Extension Agreement #26-473-26 with SHC Services, Inc. (dba Supplemental Health Care) to extend the contract term from December 1, 2018 through June 30, 2019, with no change in the payment limit of $1,500,000 to provide temporary medical staffing services at Contra Costa Regional Medical Center and Contra Costa Health Centers. The purpose of this Board Order is to correct the contract termination date to reflect the intent of the parties in which APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jaspreet Benepal, 925-370-5101 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, M Wilhelm C. 54 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Clarify Board Order Item #C.65 with SHC Services, Inc. (dba Supplemental Health Care) BACKGROUND: (CONT'D) the contract terminated date should be March 31, 2019 instead of June 30, 2019. CONSEQUENCE OF NEGATIVE ACTION: If this correction is not approved, Contractor’s contract termination date will remain incorrect. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #74-438-12 with Vasanta Venkat Giri, M.D., an individual, in an amount not to exceed $240,000, to provide telepsychiatry services to children and adolescents seen in children’s clinics, for the period from January 1, 2019 through December 31, 2019. FISCAL IMPACT: This Contract is funded by 50% Federal Medi-Cal and 50% Mental Health Realignment. BACKGROUND: For a number of years the County has contracted with Mental Health Specialists to provide specialized medical services. Under Contract #74-438-12, the Contractor will provide telepsychiatry services; including diagnosing, counseling, evaluating, and providing medical and therapeutic treatment for children and adolescents seen in children’s clinics for the period January 1, 2019 through December 31, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Matthew White, M.D., 925-957-5201 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E Suisala , M Wilhelm C. 55 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Contract #74-438-12 with Vasanta Venkat Giri, M.D. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, County’s clients will not have access to Contractor’s services. CHILDREN'S IMPACT STATEMENT: This program supports the following Board of Supervisors’ community outcomes: “Children Ready For and Succeeding in School”; “Families that are Safe, Stable, and Nurturing”; and “Communities that are Safe and Provide a High Quality of Life for Children and Families”. Expected program outcomes include an increase in positive social and emotional development as measured by the Child and Adolescent Functional Assessment Scale (CAFAS). RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #24-680-35 with Telecare Corporation, a corporation, effective February 1, 2019, to amend Contract #24-680-34 , to increase the payment limit by $93,805, from $1,927,909 to a new payment limit of $2,021,714, with no change in the term of July 1, 2018 through June 30, 2019. FISCAL IMPACT: This Contract is funded 78% Mental Health Realignment, 18% Hospital Enterprise Fund I, and 4% County General Fund. (No rate increase) BACKGROUND: On May 8, 2018, the Board of Supervisors approved Contract #24-680-34 with Telecare Corporation for the provision of mental health gero-psychiatric services and sub-acute care for Severely and Persistently Mentally Ill patients for the period from July 1, 2018 through June 30, 2019. Approval of Contract Amendment Agreement #24-680-35 will allow Contractor to provide additional services through June 30, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Matthew White, M.D., 925-957-5201 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: l, M Wilhelm C. 56 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Amendment #24-680-35 with Telecare Corporation CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, Contractor will not be compensated for additional services authorized by County’s Behavioral Health Services Division. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #22-780-18 with John Muir Health, Inc., (dba Community Health Improvement) a non-profit corporation, in an amount not to exceed $3,000, for County’s use of a mobile van to provide healthcare services to low income families and individuals, in Central, East and West Contra Costa County, for the period from January 1, 2019 through December 31, 2019. FISCAL IMPACT: This Contract is funded 100% Federal Healthcare for the Homeless Grant. (No rate increase) BACKGROUND: On April 17, 2018, the Board of Supervisors approved Contract #22-780-17 with John Muir Health, Inc., (dba Community Health Improvement) for the County’s use of a mobile van to conduct regularly scheduled clinics which offer much needed health care services to low-income families and disadvantaged individuals in Central, East and West Contra Costa County, for the period from January 1, 2018 through December 31, 2018. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Dan Peddycord, 925-313-6712 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E Suisala , M Wilhelm C. 57 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Contract #22-780-18 with John Muir Health, Inc., (dba Community Health Improvement) BACKGROUND: (CONT'D) Approval of Contract #22-780-18 will allow the County continuous use of John Muir Health, Inc., (dba Community Health Improvement) mobile van, through December 31, 2019. This contract includes mutual indemnification. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, many low income families and disadvantaged individuals in Contra Costa County will not receive much needed health services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #76-603-1 with Caban Resources, LLC., a Limited Liability Company, in an amount not to exceed $144,000, to provide tumor registry and oncology interim management services for Contra Costa Regional Medical Center (CCRMC) and Health Centers for the period from January 1, 2019 through December 31, 2019. FISCAL IMPACT: This Contract is funded 100% Hospital Enterprise I. (No rate increase) BACKGROUND: On January 9, 2018, the Board of Supervisors approved Contract #76-603 with Caban Resources, LLC, to provide tumor and cancer registry and oncology interim management services for Contra Costa Regional Medical Center and Health Centers, for the period January 1, 2018 through December 31, 2018. Approval of Contract #76-603-1 will allow Contractor to provide tumor registry and interim oncology management services through December 31, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Samir Shah, M.D. 925-370-5525 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: A Floyd , M Wilhelm C. 58 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Contract #76-603-1 with Caban Resources, LLC CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, County will not be able to provide tumor registry and interim oncology management services to meet regulatory requirements. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #76-572-1 with Kan-Di-Ki, LLC. (dba Diagnostic Laboratories), a limited liability company, in an amount not to exceed $50,000 for the provision of on-site diagnostic imaging services at the Martinez Adult Detention Facility and the West County Detention Facility in Richmond, for the period from February 1, 2018 through January 31, 2019 FISCAL IMPACT: This Contract is funded 100% by County General Fund. BACKGROUND: In January 2017, the County Administrator approved and the Purchasing Services Manager executed Contract #76-572 with Kan Di Ki, LLC (dba Diagnostic Laboratories), a limited liability company, to provide on-site diagnostic imaging services at the Martinez Adult Detention Facility and the West County Detention Facility in Richmond, for the period from February 1, 2017 through January 31, 2018. Approval of Contract #76-572-1 will allow the Contractor to continue to provide diagnostic imaging services through January 31, 2019. This Contract includes mutual indemnification. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jaspreet Benepal, 925-370-5101 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E Suisala, M Wilhelm C. 59 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Contract #76-572-1 with Kan-Di-Ki, LLC (dba Diagnostic Laboratories) CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, patients requiring on-site diagnostic imaging services at the Martinez Adult Detention Facility and the West County Detention Facility in Richmond will not have access to Contractor’s services. ATTACHMENTS RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #25–046–19 with Shelter, Inc., a non-profit corporation, in an amount not to exceed $296,108, to provide support services for County residents in the Supportive Housing Program, for the period from December 1, 2018 through November 30, 2019. FISCAL IMPACT: This contract is funded by 96% Federal McKinney-Vento Homeless funds and 4% Mental Health Services Act. (No Rate Increase) BACKGROUND: This contract meets the social needs of County’s population by providing support services to County residents that are homeless with a diagnosis of mental illness or a dual-diagnosis of mental illness and substance abuse. On December 19, 2017, the Board of Supervisors approved Contract #25-046-18 with Shelter, Inc., , to provide support services to County residents in the Supportive Housing Program that are homeless and have a diagnosis of mental illness or dual-diagnosis of mental illness and APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Lavonna Martin, 925-608-6701 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E SUISALA, M Wilhelm C. 60 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Contract #25-046-19 with Shelter, Inc. BACKGROUND: (CONT'D) substance abuse, for the period from December 1, 2017 through November 30, 2018. Approval Contract #25-046-19, will allow the Contractor to continue to provide support services to County residents that are homeless and have a diagnosis of mental illness or dual-diagnosis of mental illness and substance abuse, through November 30, 2019. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, County’s residents who are homeless with a disability and are receiving services in the Support Housing Program will not receive services from this contractor. CHILDREN'S IMPACT STATEMENT: If this contract is not approved, County’s residents who are homeless with a disability and are receiving services in the Support Housing Program will not receive services from this contractor. ATTACHMENTS RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #22-939-33 with Food Bank of Contra Costa and Solano, a non-profit corporation, effective September 1, 2018, to amend Contract #22-939-31 to increase the payment limit by $10,000 from $131,060 to a new payment limit of $141,060, with no change in the term of March 1, 2018 through February 28, 2019. FISCAL IMPACT: This amendment is funded 100% Ryan White HIV/AIDS Treatment Extension Act. (No rate increase) BACKGROUND: In April 2018, the County Administrator approved and Purchasing Services Manager executed Contract #22-939-31 (as amended by Contract Amendment Agreement #22-939-32) with Food Bank of Contra Costa and Solano to provide coordination of food services for County residents diagnosed with HIV disease through February 28, 2019. Approval of Amendment Agreement #22-939-33 will allow the Contractor to provide additional coordination of food services for County residents diagnosed with HIV disease through February 28, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Dan Peddycord, 925-313-6712 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E Suisala , M Wilhelm C. 61 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Amendment #22-939-33 with Food Bank of Contra Costa and Solano CONSEQUENCE OF NEGATIVE ACTION: If this amendment agreement is not approved, Contractor will not be able to provide sufficient food services and medical nutrition therapy for County residents who are diagnosed with HIV disease. RECOMMENDATIONS (1) APPROVE plans, specifications, and design for the Fire Damage Repair Project, Casa de Serena, Bay Point (IFB-18204-151). (2) AWARD the construction contract for the above project to Greentech Industry, Inc. (Greentech) in the amount of $249,800 and DIRECT that Greentech shall present two good and sufficient surety bonds (performance and payment) in the amount of $249,800 each and that the Executive Director, or designee, shall prepare the contract. (3) AUTHORIZE the Executive Director, or designee, to approve construction change orders, as needed, up to a maximum total of 10% ($24,980), which is in addition to the contract award amount. (4) ORDER that, after Greentech has signed the contract and returned it, together with the bonds as noted above, certificates of insurance, and any other required documents, and the Executive Director has reviewed and found them to be sufficient, the Executive Director, or designee, is authorized to sign the contract for this Board. Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF COMMISSIONERS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: 925-957-8028 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 Joseph Villarreal, Executive Director By: Laura Cassell, Deputy cc: C. 62 To:Contra Costa County Housing Authority Board of Commissioners From:Joseph Villarreal, Housing Authority Date:January 22, 2019 Contra Costa County Subject:AWARD CONSTRUCTION CONTRACT TO GREENTECH INDUSTRY, INC. IN THE AMOUNT OF $249,800 FOR REPAIR OF FOUR PUBLIC HOUSING DWELLING UNITS IN BAY POINT, CA RECOMMENDATIONS (CONT'D) (5) ORDER that the Executive Director, or designee, is authorized to sign any escrow agreements prepared for this project to permit the direct payment of retentions into escrow or the substitution of securities for moneys withheld by HACCC to ensure performance under the contract, pursuant to Public Contract Code Section 22300. (6) DELEGATE, pursuant to Public Contract Code Section 4114, to the Executive Director, or designee, the Board’s functions under Public Contract Code Sections 4107 and 4110. (7) DELEGATE, pursuant to Labor Code Section 6705, to the Executive Director, or to any registered civil or structural engineer employed by HACCC, the authority to accept detailed plans showing the design of shoring, bracing, sloping, or other provisions to be made for worker protection during trench excavation covered by that section. (8) DELEGATE to the Executive Director the authority to accept the construction contract work as complete and DIRECT the Executive Director, or designee, to record a notice of completion within 15 days of acceptance, pursuant to Civil Code Section 9204. BACKGROUND Following a solicitation for bids, HACCC received the following two bids for the above project: Greentech Industry, Inc. $249,800 Pro-Ex Construction, Inc. $327,850 Greentech submitted the lowest responsive and responsible bid at $249,800, and staff recommends that the Board award the construction contract for the above project to Greentech. The general prevailing rates of wages, which shall be the minimum rates paid on this project, have been filed with the HACCC Housing Technical Officer, and copies will be made available to any party upon request. FISCAL IMPACT Funding for this Project is provided through the Housing Authority’s (HACCC) annual Capital Fund grant from the United States Department of Housing and Urban Development, and is provided for in HACCC's current budget. CONSEQUENCE OF NEGATIVE ACTION Should the Board of Commissioners not award the construction contract, as recommended, the public housing units will remain inhabitable with fire damage, with the potential for additional damage, injury to staff, lost rents and further interference with HACCC operations. RECOMMENDATION(S): APPROVE recommendations on short-term and long-term strategies for Emergency Medical Service System of Care (Community Service Area EM-1) which includes: Directing staff to work with stakeholders to further evaluate the needs for sustainable funding for the County's Emergency Medical Services System of Care programs and technology; Approving the transfer of $550,000, on an as needed basis, of General Funds to Contra Costa Emergency Medical Services to support Emergency Medical Services Systems of Care Programs, Technology and Emergency Communications (as detailed in background); Direct the Finance Committee to create an Ad Hoc Committee of first responders to develop a countywide emergency medical services system of care tax to sustain and enhance the County’s high-performance EMS System. FISCAL IMPACT: The transfer of up to $550,000 will come from FY 2018-19 in appropriated general funds. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Patricia Frost, 925-313-9554 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: Patricia Frost, EMS Director, Anna Roth, Director of Health Services, Paul Reyes, Senior Deputy County Administrator C. 63 To:Board of Supervisors From:FINANCE COMMITTEE Date:January 22, 2019 Contra Costa County Subject:Emergency Medical Services System Funding Recommendations (Community Service Area EM-1) BACKGROUND: The Emergency Medical Services Director reported to the Finance Committee that gaps in Emergency Medical Services funding threaten to degrade Contra Costa EMS System of Care Services within the next 5 years impacting all fire and ambulance stakeholders and the communities they serve. The Contra Costa EMS System is a high-performance system with a level of medical complexity and patient volume that has increased 250% since Measure H was approved in 1988. In 2018 there were over 105,000 EMS responses countywide. Measure H is the sole source funding dedicated to Emergency Medical Services Systems of Care and Fire First Responders. That funding has served the county well but has been fully allocated since 2013 and has no COLA associated with the benefit assessment. Although the economy has improved in recent years the Finance Committee was advised that fiscal sustainability discussions were occurring at every fire district and with all medical transportation providers serving the county in response to increased local demand for services and escalating costs of providing those services driven by new state and federal regulations. Between March 19, 2017 and December 3, 2018, the EMS Agency reported to the Finance Committee on EMS Agency and System funding gaps associated with Community Service Area EM-1 (Measure H). During those reports the EMS Director submitted two key recommendations to assure continuity of technology operations supporting programs (e.g. Trauma, Cardiac Arrest, STEMI, Stroke and EMS for Children) known to produce life-saving patient outcomes. The first recommendation was to establish an interim annual EMS System of Care Program enhancement contribution/investment until such time a new benefit assessment or other revenue source can be established to support and enhance the Countywide EMS System of Care Programs (e.g. Trauma, STEMI, Stroke, EMS for Children, Cardiac Arrest, Disaster and Quality) in the following areas. The Finance Committee reviewed the items for gap-funding and recommended a one-time allocation from general fund reserves to address some of the current financial gaps in the system. The Committee recommend gap-funding for 1) First Watch/First Pass Patient Safety and EMS Ambulance Compliance Data System ($200,000); ImageTrend technology platform ($50,0000); Bi-directional Prehospital Exchange with Hospital grant match or Bi-directional Prehospital Exchange services ($250,000); ReddiNet EMS System emergency and disaster communication platforms ($43,000); and Cardiac Arrest Registry for Enhanced Survival ($7,000). The second recommendation was to preserve and enhance the Fire First Responder and EMS Systems of Care funding by exploring a long-term funding measure. The Finance Committee discussed long term EMS System funding needs and will work with the EMS Director and the Emergency Medical Care Committee to create an ad hoc committee of EMS System first responders representing fire, law, health services, ambulance providers, dispatch and emergency managers to develop a countywide emergency medical services system of care tax to sustain and enhance the County’s high-performance EMS System. CONSEQUENCE OF NEGATIVE ACTION: Without short-term and long-term strategies to support EMS Systems of Care Program funding, regulatory reporting requirements may not be fully met; EMS technology and disaster communications may not be properly upgraded which may result in adverse impacts to the countywide high performance EMS system. RECOMMENDATION(S): ADOPT Resolution No. 2019/17 accepting as complete, the contracted work performed by Southland Construction Management Inc. ("Southland Construction") for the Remodeling of the 1st, 3rd, and 4th Floors at the District Attorney's office at 900 Ward Street, Martinez, as recommended by the Public Works Director. Project No. 250-1623 FISCAL IMPACT: There is no direct fiscal impact resulting from the adoption of the Resolution of Acceptance and Notice of Completion, but the adoption and recording will limit the period for filing stop payment notices and bond claims on this contract. BACKGROUND: The purpose of the project was to renovate the District Attorney's Office, which was in need of additional office space. The 3rd floor law library was converted into office space for law clerks and the 4th floor patio was converted into cubicle offices. In addition to a shower and locker room for both sexes, a portion of the 1st floor copy room was converted to provide an additional shower and locker room. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Ramesh Kanzaria 925-957-2480 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 64 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:Adopt Resolution of Acceptance and Notice of Completion for the Remodeling of the 1st, 3rd, and 4th Floors at 900 Ward Street, Martinez (WH128B) CONSEQUENCE OF NEGATIVE ACTION: Accepting a Contract as complete is standard procedure and allows for proper closeout of the Contract. If the above Contract is not accepted as complete, the period for filing stop payment notices and bond claims may be extended and the County will incur expenses for additional contract administration. AGENDA ATTACHMENTS Resolution No. 2019/17 Notice of Completion MINUTES ATTACHMENTS Signed Resolution No. 2019/17 Recorded at the request of:Ramesh Kanzaria 925-957-2480 Return To:Ramesh Kanzaria 925-957-2480 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 01/22/2019 by the following vote: AYE:John Gioia, District I SupervisorCandace Andersen, District II SupervisorDiane Burgis, District III SupervisorKaren Mitchoff, District IV SupervisorFederal D. Glover, District V Supervisor NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/17 Accepting and Giving Notice of Completion of Contract with Southland Construction Management, Inc. (Southland Construction") for the Remodeling of the 1st, 3rd, and 4th Floors at the District Attorney's Office at 900 Ward Street, Martinez, Authorization No. WH128B. On February 14, 2017 The County (Owner) contracted with Southland Construction Management, Inc. ("Southland Construction") (General Contractor), for the above construction project, with Travelers Casualty and Surety Company of America, for work performed on Owner's property located at 900 Ward Street, Martinez, WHEREAS, the Director of Public Works reports that said work has been inspected and complies with the approval plans and specifications, and recommends its acceptance as of January 22,2019. 1. The contract work for the above project is accepted as recommended above, and 2. Within fifteen (15) days after adoption of this Resolution, the Clerk of the Board shall fill with the County Recorder a certified copy of this Resolution of Acceptance and the attached Notice of Completion. Contact: Ramesh Kanzaria 925-957-2480 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C.64 RECOMMENDATION(S): ACCEPT the December 2018 update of the operations of the Employment and Human Services Department, Community Services Bureau, as recommended by the Employment and Human Services Director. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: The Employment and Human Services Department submits a monthly report to the Contra Costa County Board of Supervisors (BOS) to ensure ongoing communication and updates to the County Administrator and BOS regarding any and all issues pertaining to the Head Start Program and Community Services Bureau. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Elaine Burres 608-4960 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 65 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:January 22, 2019 Contra Costa County Subject:December 2018 Operations Update of the Employment and Human Services Department, Community Services Bureau ATTACHMENTS CSB Dec 2018 CAO Report CSB Dec 2018 CACFP Report CSB Dec 2018 Credit Card Report CSB Dec 2018 HS Fiscal Report CSB Dec 2018 EHS Fiscal Report CSB Dec 2018 LIHEAP CSB Dec 2018 Menu CSB Dec018 EHS CC Partnership Fiscal #1 CSB Dec 2018 EHS CC Partnership Fiscal #2 P: 925 681 6300 F: 925 313 8301 1470 Civic Court , Suite 200 Concord, CA 94520 www.cccounty.us/ehsd To: David Twa, Contra Costa County Administrator From: Kathy Gallagher, EHSD Director Subject: Community Services Monthly Report Date: December 2018 News /Accomplishments  In partnership with the California Head Start Association, CSB held the six -month long Family Development Credential (FDC) Program from which nine CSB staff members and 20 partner agency staff graduated in October. The FDC program provides a series of classes and trainings to staff working directly with families to enhance their skills in areas such as family goal setting and minimizing stress, as well as to meet Head Start Performance Standards to ensure we continue to provide high quality services.  74 CSB staff of various classifications have completed at least one of the Trauma Informed Systems modules in a series of three, and two CSB staff – Ruth Hunter, Site Supervisor, and Julia Kittle-White, Comprehensive Services Manager in the Partner Unit – have recently completed the yearlong Contra Costa First 5 Trauma Trainer Apprenticeship Program, which helps individuals develop specific knowledge and skills they need to successfully train other staff and providers.  CSB Education Managers had a successful visit with Transitional Kindergarten(TK) and kindergarten teachers from Brentwood and John Swe tt Unified school district to discuss supporting CSB children transitioning to kindergarten. Another meeting with West Contra Costa Unified School District (WCCUSD) is pending.  CSB’s Health Manager, Debi Marsee, is serving as lead for the newly established Rapid Response Team. The goals for this newly formed workgroup include emergency card modification and development of strategies for safe and effective responsive ness in the classrooms when emergencies occur.  Sophia Talbot, CSB Nutritionist, is the Holiday Food Fight lead for CSB. She has emailed CSB recipients promoting the event and included quick and simple directions and a link for making donations.  The Education team is surveying all teaching staff on Creative Curriculum; the teachers’ spring training will be planned based on the survey information regarding their individual and group needs .  CSB’s Social Media team has been working hard the last f ew months in posting up to date and relevant content, and day-to-day activities about our programs. CSB’s Facebook page has reached 400 likes and a few of the posts have been recognized and reposted by both the National and California Head Start Associations.  The Partner Unit ended the year with gratitude by acknowledging the various health providers (particularly the medical records staff) that have worked in collaboration with CSB to fulfill the medical requirements of the Head Start and Early Head Start prog rams by delivering cards and cookies to the various offices. cc: Policy Council Chair 2  The Economic Opportunity Council completed and finalized awarding for Request for Information (RFI) 655 and have selected the following 12 subcontractors to receive Community Services Block Grant funding for 2019 for a total of $400,000 to continue supporting low -income programs in the community: o Bay Area Community Resources o Contra Costa Clubhouse o Contra Costa Health Services Homeless Program o Greater Richmond Interfaith Program o LAO Family Communi ty Development o Loaves and Fishes of Contra Costa o Monument Crisis Center o Opportunity Junction o Shelter, Inc. o St. Vincent De Paul of Contra Costa County o STAND! For Families Free of Violence o White Pony Express I. Status Updates: a. Caseloads, workload (all programs)  Head Start enrollment: 98.4%  Early Head Start enrollment: 101.6% (Adjusted for classes in session)  Early Head Start Child Care Partnership enrollment: 100%  Early Head Start Child Care P artnership # 2 enrollment: 101.6%  Head Start Average Daily Attendance: 77.8%  Early Head Start Average Daily Attendance: 78.2%  Early Head Start Child Care Partnership Attendance: 78.2%  Stage 2: 433 families and 687 children  CAPP: 117 families and 196 children - In total: 550 families and 883 children - Incoming transfers from Stage 1: 10 families and 18 children  LIHEAP: 193 households have been assisted  Weatherization: 15 households b. Staffing:  During the month of December, CSB hired a temporary Child Nutrition Food Supervisor and an extra temporary transporter to meet the needs and provide healthy meals to all children program -wide . Additionally, the Bureau hired two temporary Teacher Assistant Trainees (TAT) to maintain a viable pull of substitutes needed for the classrooms , a Site Supervisor II and a Comprehensive Services Assistant Manager.  The Bureau is in the process of scheduling interviews for an Assistant Director to oversee the Western cluster of child-care sites. The position will become vacant as of December 31, 2018. CSB has the urgent need cc: Policy Council Chair 3 to fill the position and will be interviewing candidates from the current eligibility list as well as looking for a temporary solution to fill the position. The Bureau is also in the process of recruiting candidates to fill the Comprehensive Services Manager for Mental Health & Disabilities job as the position will also become vacant as of December 31, 2018. c. Union Issues:  During the month of December CSB Director and Sr. Managers met with Genevieve Vigil, Business Agent for PEU Local 1-Line Staff, the Union President, Lynda Middleton and an employee to address concerns of the employee. The issues discussed were resolved to satisfaction of the union and the employee. The employee requested another meeting to discuss other issues. It was agreed that a meeting wi th appropriate parties will be scheduled around the middle of January 2019. II. Emerging Issues and Hot Topics:  There are no emerging issues or hot topics to report at this time. 2018 Month covered September Approved sites operated this month 14 Number of days meals served this month 19 Average daily participation 635 Child Care Center Meals Served: Breakfast 10,358 Lunch 12,073 Supplements 8,686 Total Number of Meals Served 31,117 fldr/fn:2018 CAO Monthly Reports EMPLOYMENT & HUMAN SERVICES DEPARTMENT COMMUNITY SERVICES BUREAU CHILD NUTRITION FOOD SERVICES CHILD and ADULT CARE FOOD PROGRAM MEALS SERVED FY 2018-2019 SUMMARY CREDIT CARD EXPENDITURE Agency: Community Services Bureau Authorized Users C. Rand, Bureau Dir xxxx8798 Month:November 2018 K. Mason, Div Mgr xxxx2364 C. Reich, Div Mgr xxxx4959 Credit Card:Visa/U.S. Bank S. Kim, Sr. Bus. Systems Analyst xxxx1907 C. Johnson, AD xxxx0220 M. Bedros, AD xxxx1416 A. Wells, AD xxxx8777 P. Arrington, AD xxxx3016 I. Renggenathen, AD xxxx0494 R. Radeva, PSA III xxxx1899 Corporate Acct. Number xxxx5045 Fund Org Acct. code Stat. Date Card Account #Amount Program Purpose/Description 1432 2490 11/23/18 xxxx3016 (0.99) HS Basic Grant Misc Services/Supplies 1530 2490 11/23/18 xxxx3016 46.17 FACS Mental Health Program Misc Services/Supplies 1432 2490 11/23/18 xxxx3016 76.92 HS Basic Grant Misc Services/Supplies 1462 2490 11/23/18 xxxx3016 477.37 EHS Basis Grant Misc Services/Supplies 1432 2131 11/23/18 xxxx3016 280.00 HS Basic Grant Minor Furniture/Equipment 879.47$ 11/23/18 xxxx5045 #N/A #N/A -$ 1401 2479 11/23/18 xxxx1899 2,610.19 Indirect Admin Costs Other Special Dpmtal Exp 2,610.19$ 1520 2490 11/23/18 xxxx0220 288.93 Balboa Site Costs Misc Services/Supplies 288.93$ 1874 2303 11/23/18 xxxx8798 765.40 Operations - Stage 2 Other Travel Employees 1874 2467 11/23/18 xxxx8798 578.00 Operations - Stage 2 Training & Registration 1,343.40$ 1423 2102 11/23/18 xxxx2364 817.98 HS Parent Services Books, Periodicals 1423 2490 11/23/18 xxxx2364 56.64 HS Parent Services Misc Services/Supplies 874.62$ 1432 2490 11/23/18 xxxx8777 1,638.49 HS Basic Grant Misc Services/Supplies 1432 2490 11/23/18 xxxx8777 38.92 HS Basic Grant Misc Services/Supplies 1464 2490 11/23/18 xxxx8777 38.92 EHS-Child Care Partnership #2 Misc Services/Supplies 1432 2102 11/23/18 xxxx8777 357.87 HS Basic Grant Books, Periodicals 1464 2102 11/23/18 xxxx8777 407.68 EHS-Child Care Partnership #2 Books, Periodicals 1464 2490 11/23/18 xxxx8777 275.00 EHS-Child Care Partnership #2 Misc Services/Supplies 2,756.88$ 1432 2467 11/23/18 xxxx1416 125.00 HS Basic Grant Training & Registration 1432 2490 11/23/18 xxxx1416 920.34 HS Basic Grant Misc Services/Supplies 1,045.34$ 1524 2131 11/23/18 xxxx0494 51.09 George Miller Concord Site Costs Minor Furniture/Equipment 1527 2200 11/23/18 xxxx0494 700.00 Bayo Vista Site Costs Memberships 1524 2102 11/23/18 xxxx0494 41.20 George Miller Concord Site Costs Books, Periodicals 1524 2490 11/23/18 xxxx0494 54.95 George Miller Concord Site Costs Misc Services/Supplies 1524 2467 11/23/18 xxxx0494 180.25 George Miller Concord Site Costs Training & Registration 1482 2467 11/23/18 xxxx0494 139.00 Child Nutrition Food Services Training & Registration 1524 2467 11/23/18 xxxx0494 4.85 George Miller Concord Site Costs Training & Registration 1526 2467 11/23/18 xxxx0494 4.85 Lavonia Allen Site Costs Training & Registration 1532 2490 11/23/18 xxxx0494 12.89 Ambrose Park Site Costs Misc Services/Supplies 1,189.08$ SUMMARY CREDIT CARD EXPENDITURE Agency: Community Services Bureau Authorized Users C. Rand, Bureau Dir xxxx8798 Month:November 2018 K. Mason, Div Mgr xxxx2364 C. Reich, Div Mgr xxxx4959 Credit Card:Visa/U.S. Bank S. Kim, Sr. Bus. Systems Analyst xxxx1907 C. Johnson, AD xxxx0220 M. Bedros, AD xxxx1416 A. Wells, AD xxxx8777 P. Arrington, AD xxxx3838 I. Renggenathen, AD xxxx0494 R. Radeva, PSA III xxxx1899 Corporate Acct. Number xxxx5045 Fund Org Acct. code Stat. Date Card Account #Amount Program Purpose/Description Total - 1 2 3 4 5 DESCRIPTION Total Remaining % YTD Actual Budget Budget YTD a. PERSONNEL 3,665,843$ 4,057,499$ 391,656$ 90% b. FRINGE BENEFITS 2,282,741 2,584,554 301,813 88% c. TRAVEL - - - 0% d. EQUIPMENT - - - 0% e. SUPPLIES 200,457 143,000 (57,457) 140% f. CONTRACTUAL 3,582,415 7,121,029 3,538,614 50% g. CONSTRUCTION - - - 0% h. OTHER 1,305,380 2,503,661 1,198,281 52% I. TOTAL DIRECT CHARGES 11,036,836$ 16,409,743$ 5,372,907$ 67% j. INDIRECT COSTS 1,131,542 969,742 (161,800) 117% k. TOTAL-ALL BUDGET CATEGORIES 12,168,378$ 17,379,485$ 5,211,107$ 70% In-Kind (Non-Federal Share)3,530,086$ 4,344,871$ 814,785$ 81% CONTRA COSTA COUNTY COMMUNITY SERVICES BUREAU 2018 HEAD START PROGRAM November 2018 Expenditures 1 2 3 4 5 6 7 8 Jan 18 to Actual Actual Total YTD Total Remaining % Sep-18 Oct-18 Nov-18 Actual Budget Budget YTD a. Salaries & Wages (Object Class 6a) Permanent 1011 2,658,182 354,249 310,157 3,322,587 3,673,953 351,366 90% Temporary 1013 259,778 46,398 37,080 343,256 383,546 40,290 89% a. PERSONNEL (Object class 6a)2,917,960 400,647 347,236 3,665,843 4,057,499 391,656 90% b. FRINGE (Object Class 6b)1,835,792 229,597 217,353 2,282,741 2,584,554 301,813 88% e. SUPPLIES (Object Class 6e)- 1. Office Supplies 43,930 4,247 - 48,177 38,000 (10,177) 127% 2. Child and Family Services Supplies (Includesclassroom Supplies)78,590 17,503 - 96,093 45,000 (51,093) 214% 4. Other Supplies - Computer Supplies, Software Upgrades, Computer Replacement 38,621 459 - 39,080 40,000 920 98% Health/Safety Supplies 5,559 - - 5,559 4,000 (1,559) 139% Mental helath/Diasabilities Supplies - - - - - - Miscellaneous Supplies 9,463 1,251 - 10,715 10,000 (715) 107% Employee Morale - - - - 4,000 4,000 0% Household Supplies 833 - - 833 2,000 1,167 42% TOTAL SUPPLIES (6e)176,997 23,460 - 200,457 143,000 (57,457) 140% f. CONTRACTUAL (Object Class 6f)- 1. Adm Svcs (e.g., Legal, Accounting, Temporary Contracts)22,349 8,543 3,924 34,815 58,000 23,185 60% Estimated Medical Revenue from Medi-Cal (Org 1432 - credit)(367,402) - - (367,402) (500,000) (132,598) 73% Health Consultant 36,400 4,760 5,040 46,200 55,700 9,500 83% 5. Training & Technical Assistance - PA11 - Interaction 3,000 - - 3,000 6,000 3,000 50% Diane Godard ($50,000/2)8,675 - - 8,675 15,000 6,325 58% Josephine Lee ($35,000/2)2,562 75 588 3,225 14,300 11,076 23% Susan Cooke ($60,000/2)- - - - 10,400 10,400 7. Delegate Agency Costs - First Baptist Church Head Start PA22 1,022,178 - 152,668 1,174,846 2,156,616 981,770 54% First Baptist Church Head Start PA20 - - - - 8,000 8,000 0% 8. Other Contracts - FB-Fairgrounds Partnership (Wrap)42,465 6,994 5,803 55,262 74,213 18,951 74% FB-Fairgrounds Partnership 101,025 12,825 13,500 127,350 173,600 46,250 73% FB-E. Leland/Mercy Housing Partnership - 1,575 - 1,575 10,000 8,425 Martinez ECC (18 HS slots x $225/mo x 12/mo)72,000 8,325 9,000 89,325 108,000 18,675 83% YMCA of the East Bay 301,150 - - 301,150 571,200 270,050 53% Child Outcome Planning and Administration (COPA/Nulinx)5,971 - - 5,971 20,000 14,029 30% Enhancement/wrap-around HS slots with State CD Program 1,578,963 - 519,460 2,098,423 4,340,000 2,241,577 48% f. CONTRACTUAL (Object Class 6f)2,829,337 43,096 709,981 3,582,415 7,121,029 3,538,614 50% h. OTHER (Object Class 6h)- 2. Bldg Occupancy Costs/Rents & Leases 182,775 74,203 40,316 297,295 386,000 88,705 77% (Rents & Leases/Other Income)(567) - - (567) (1,000) (433) 4. Utilities, Telephone 176,698 44,700 15,689 237,088 300,000 62,912 79% 5. Building and Child Liability Insurance 2,707 - - 2,707 3,000 294 90% 6. Bldg. Maintenance/Repair and Other Occupancy 65,386 3,832 1,867 71,085 760,851 689,766 9% 8. Local Travel (55.5 cents per mile effective 1/1/2012)25,578 2,544 1,961 30,083 50,000 19,917 60% 9. Nutrition Services - - - - Child Nutrition Costs 150,764 35,478 37,457 223,698 310,000 86,302 72% (CCFP & USDA Reimbursements)(59,799) (276) (2,146) (62,222) (230,000) (167,779) 27% 13. Parent Services - - - - Parent Conference Registration - PA11 784 - - 784 4,000 3,216 20% Parent Resources (Parenting Books, Videos, etc.) - PA11 - - - - 1,000 1,000 0% PC Orientation, Trainings, Materials & Translation - PA11 9,150 1,569 - 10,719 12,700 1,981 84% Policy Council Activities 949 - - 949 4,000 3,051 24% Male Involvement Activities - - - - 500 500 0% Parent Activities (Sites, PC, BOS luncheon) & Appreciation 2,825 - 580 3,405 7,500 4,096 45% Child Care/Mileage Reimbursement 4,512 330 4,359 9,201 5,100 (4,101) 180% 14. Accounting & Legal Services - - - - Auditor Controllers 1,836 932 - 2,768 7,000 4,232 40% Data Processing/Other Services & Supplies 11,009 1,544 1,544 14,097 15,000 903 94% 15. Publications/Advertising/Printing - - - - Outreach/Printing - - - - 100 100 0% Recruitment Advertising (Newspaper, Brochures)1,338 - - 1,338 2,500 1,162 54% 16. Training or Staff Development - - - - Agency Memberships (WIPFLI, Meeting Fees, NHSA, NAEYC, etc.)13,044 322 423 13,789 22,098 8,309 62% Staff Trainings/Dev. Conf. Registrations/Memberships - PA11 81,799 10,023 10,314 102,137 126,846 24,709 81% Family, Community and Parent Involvement - - - - 95,000 95,000 0% 17. Other - Site Security Guards 16,245 - 164 16,409 35,000 18,591 47% Dental/Medical Services - - - - 1,000 1,000 0% Vehicle Operating/Maintenance & Repair 74,143 8,348 8,588 91,079 155,000 63,921 59% Equipment Maintenance Repair & Rental 118,517 47,829 4,513 170,859 191,718 20,859 89% Dept. of Health and Human Services-data Base (CORD)8,370 2,500 839 11,709 12,000 291 98% Field Trips 4,855 - - 4,855 5,000 145 Other Operating Expenses (Facs Admin/Other admin)33,130 7,514 - 40,644 186,748 146,104 22% Other Departmental Expenses - - 11,472 11,472 35,000 23,528 h. OTHER (6h)926,049 241,392 137,939 1,305,380 2,503,661 1,198,281 52% I. TOTAL DIRECT CHARGES (6a-6h)8,686,135 938,192 1,412,509 11,036,836 16,409,743 5,372,907 67% j. INDIRECT COSTS 913,416 107,537 110,589 1,131,542 969,742 (161,800) 117% k. TOTALS (ALL BUDGET CATEGORIES)9,599,550 1,045,729 1,523,099 12,168,378 17,379,485 5,211,107 70% Non-Federal Share (In-kind)2,887,880 261,432 380,775 3,530,086 4,344,871 814,785 81% CONTRA COSTA COUNTY COMMUNITY SERVICES BUREAU 2018 HEAD START PROGRAM November 2018 Expenditures 1 2 3 4 5 DESCRIPTION Total Remaining % YTD Actual Budget Budget YTD a. PERSONNEL 210,749$ 661,939$ 451,190$ 32% b. FRINGE BENEFITS 124,351 413,339 288,988 30% c. TRAVEL - - - 0% d. EQUIPMENT - - - 0% e. SUPPLIES 17,551 16,800 (751) 104% f. CONTRACTUAL 3,053,558 2,292,672 (760,886) 133% g. CONSTRUCTION - - - 0% h. OTHER 41,799 99,983 58,184 42% I. TOTAL DIRECT CHARGES 3,448,008$ 3,484,733$ 36,725$ 99% j. INDIRECT COSTS 63,733 143,657 79,924 44% k. TOTAL-ALL BUDGET CATEGORIES 3,511,741$ 3,628,390$ 116,649$ 97% In-Kind (Non-Federal Share)860,994$ 907,098$ 46,103$ 95% CONTRA COSTA COUNTY COMMUNITY SERVICES BUREAU 2018 EARLY HEAD START PROGRAM November 2018 Expenditures 1 2 3 4 5 6 7 8 Jan 18 to Actual Actual Total YTD Total Remaining % Sep-18 Oct-18 Nov-18 Actual Budget Budget YTD Expenditures a. Salaries & Wages (Object Class 6a) Permanent 1011 189,451 (20,511) 20,291 189,231 580,660 391,429 33% Temporary 1013 23,287 (3,715) 1,948 21,519 81,279 59,760 26% a. PERSONNEL (Object class 6a)212,737 (24,227) 22,239 210,749 661,939 451,190 32% b. FRINGE (Object Class 6b)124,776 (11,166) 10,742 124,351 413,339 288,988 30% e. SUPPLIES (Object Class 6e)- 1. Office Supplies 7,665 57 95 7,816 8,000 184 98% 2. Child and Family Serv. Supplies/classroom Supplies 7,780 - - 7,780 4,000 (3,780) 194% 4. Other Supplies - - - - - Computer Supplies, Software Upgrades, Comp Replacemnt339 - - 339 2,000 1,661 17% Health/Safety Supplies 693 - - 693 1,500 807 46% Miscellaneous Supplies 654 164 - 819 1,000 181 82% Household Supplies 81 23 - 103 300 197 e. SUPPLIES (Object Class 6e)17,212 243 95 17,551 16,800 (751) 104% f. CONTRACTUAL (Object Class 6f)- 1. Adm Svcs ( Legal, Accounting, Temporary Contracts)- 74 - 74 1,000 926 7% 2. Health/Disabilities Services - - - - - Health Consultant 10,800 2,040 (2,160) 10,680 19,500 8,820 55% 5. Training & Technical Assistance - PA11 - - Interaction - - - - 5,500 5,500 0% Diane Godard - - - - 7,500 7,500 0% Josephine Lee ($35,000/2)- - - - 5,000 5,000 0% Susan Cooke ($60,000/2)- - - - 6,500 6,500 0% 8. Other Contracts - FB-Fairgrounds Partnership 39,500 5,500 6,000 51,000 65,000 14,000 78% FB-E. Leland/Mercy Housing Partnership 105,000 15,000 - 120,000 165,000 45,000 73% Apiranet 283,000 153,000 51,000 487,000 560,000 73,000 87% Crossroads 80,000 22,672 - 102,672 126,000 23,328 81% Martinez ECC 64,000 8,000 8,000 80,000 88,000 8,000 91% Child Outcome Planning & Admini. (COPA/Nulinx)1,419 - - 1,419 3,000 1,581 47% Enhancement/wrap-around HS slots with State CD Prog.1,836,975 - 363,738 2,200,713 1,240,672 (960,041) 177% f. CONTRACTUAL (Object Class 6f)2,420,694 206,286 426,578 3,053,558 2,292,672 (760,886) 133% h. OTHER (Object Class 6h)- 2. Bldg Occupancy Costs/Rents & Leases 2,531 118 (551) 2,098 3,050 952 69% (Rents & Leases/Other Income)- (250) - (250) (250) - 4. Utilities, Telephone 2,393 311 690 3,394 5,600 2,206 61% 5. Building and Child Liability Insurance - - - - - - 6. Bldg. Maintenance/Repair and Other Occupancy 643 460 172 1,275 6,200 4,925 21% 8. Local Travel (55.5 cents per mile)2,370 74 316 2,760 6,500 3,740 42% 9. Nutrition Services - - - - - - Child Nutrition Costs 870 - - 870 1,100 230 79% (CCFP & USDA Reimbursements)(243) 12 (88) (320) (800) (480) 13. Parent Services - Parent Conference Registration - PA11 - - - - 2,000 2,000 0% Parent Resources (Parenting Books, Videos, etc.) - PA11384 - - 384 2,000 1,616 19% PC Orientation, Trainings, Materials & Translation - PA111,011 - - 1,011 4,000 2,989 25% Policy Council Activities - - - - 1,000 1,000 0% Parent Activities (Sites, PC, BOS luncheon) & Appreciation549 251 - 800 1,500 700 53% Child Care/Mileage Reimbursement 339 - 197 536 500 (36) 107% 14. Accounting & Legal Services - Data Processing/Other Services & Supplies 2,430 409 409 3,247 3,200 (47) 101% 15. Publications/Advertising/Printing - Recruitment Advertising (Newspaper, Brochures)- - - - 100 100 16. Training or Staff Development - Agency Memberships (WIPFLI, Meeting Fees, NHSA, NAEYC)2,200 - - 2,200 20,200 18,000 11% Staff Trainings/Dev. Conf. Registrations/Memberships - PA117,785 462 399 8,647 30,244 21,597 29% 17. Other - Site Security Guards 752 - - 752 1,000 248 75% Vehicle Operating/Maintenance & Repair 10,850 1,443 - 12,293 8,000 (4,293) 154% Equipment Maintenance Repair & Rental 890 - - 890 1,000 110 89% Other Operating Expenses (Facs Admin/Other admin)1,238 188 (213) 1,213 3,839 2,626 32% Other Departmental Expenses - - - - - - h. OTHER (6h)36,992 3,477 1,330 41,799 99,983 58,184 42% I. TOTAL DIRECT CHARGES (6a-6h)2,812,412 174,613 460,984 3,448,008 3,484,733 36,725 99% j. INDIRECT COSTS 65,669 7,783 (9,720) 63,733 143,657 79,924 44% k. TOTALS - ALL BUDGET CATEGORIES 2,878,082 182,396 451,264 3,511,741 3,628,390 116,649 97% Non-Federal Match (In-Kind)702,579 45,599 112,816 860,994 907,098 46,103 95% CONTRA COSTA COUNTY COMMUNITY SERVICES BUREAU 2018 EARLY HEAD START PROGRAM November 2018 Expenditures CAO Monthly Report CSBG and Weatherization Programs Year-to-Date Expenditures As of November 30, 2018 1.2018 LIHEAP WX Contract # 18B-4005 Term: Oct. 1, 2017 - July 31, 2019 Amount: WX $ 908,636 Total Contract 908,636$ Expenditures (908,616) Balance 20$ Expended 100% 2.2018 LIHEAP ECIP/EHA 16 Contract # 18B-4005 Term: Oct. 1, 2017 - July 31, 2019 Amount: EHA 16 $ 907,105 Total Contract 907,105$ Expenditures (750,648) Balance 156,457$ Expended 83% 4.2018 COMMUNITY SERVICES BLOCK GRANT (CSBG) Contract # 18F-5007 Term: Jan. 1, 2018 - May 31, 2019 Amount: $ 860,369 Total Contract 860,369$ Expenditures (603,584) Balance 256,785$ Expended 70% fldr/fn:CAO Monthly Reports/WX YTD Exp-CAO Mo Rprt 11-2018 December 2018 – COMMUNITY SERVICES BUREAU PRESCHOOL MENU 3 BREAKFAST ½ c. Fresh Orange ⅓ c. Rice Chex Cereal LUNCH 1 ea. BAJA BEAN WRAP ¼ c. Jicama Sticks ¼ c. Fresh Apple Slices 1 sl. W.W. Tortilla PM SNACK 1 pkg. Graham Crackers ½ c. 1% Low-Fat Milk 4 BREAKFAST ½ c. Fresh Strawberries ⅓ c. Cornflake Cereal LUNCH 1.5 ozs. SLICED TURKEY BREAST Honey Mustard Dressing ¼ c. Broccoli Florets/Ranch Dressing ¼ c. Fresh Pear ½ ea. W.W. Bun PM SNACK 5 ea. Corn Tortilla Chips/Salsa ½ c. 1% Low-Fat Milk 5 BREAKFAST 1 ea. Fresh Banana ½ ea. W.W. Bagel/Cream Cheese LUNCH ⅜ c. RANCH STYLE CHICKEN SALAD ¼ c. Tangy Coleslaw ¼ c. Mango Chunks 2 pkgs.. Wheatworth Crackers PM SNACK ½ c. Fresh Apple 1 tbsp. Sunbutter 6 BREAKFAST ½ c. Fresh Pear Slices ⅓ c. Bran Cereal LUNCH *SPINACH SALAD WITH HARD BOILED EGG 1 ea. Hard Boiled Egg ⅛ c. Baby Spinach/Italian Dressing ⅛ c. Shredded Carrots ¼ c. Fresh Tangerine ½ sl. W.W. Bread PM SNACK 1 ea. String Cheese 2 pkgs. Ritz crackers 7 BREAKFAST 1 ea. Fresh Banana ⅓ c. Cheerios LUNCH 1.5 ozs. TURKEY HAM & SWISS CHEESE Mayo & Mustard Dressing ¼ c. Lettuce & Tomato Slice ¼ c. Fresh Kiwi 1 sl. W.W. Bread PM SNACK ½ c. Cucumber & Carrot Sticks Ranch Dressing 6 ea. Wheat Thin Crackers 10 BREAKFAST ½ c. Fresh Apple ⅓ c. Bran Cereal LUNCH ¾ c. *VEGETABLE CHILI (kidney beans, bulgur wheat & tomatoes) ¼ c. Fresh Pear 1 ea. W.W. Tortilla PM SNACK 1 pkg. Goldfish Crackers ½ c. 1% Low-Fat Milk 11 BREAKFAST ½ c. Fresh Orange ⅓ c. Corn Chex Cereal LUNCH 1 serv. CHICKEN ENCHILADA CASSEROLE WITH WHOLE GRAIN TORTILLA CHIPS ¼ c. Jicama Sticks ¼ c. Fresh Kiwi PM SNACK ¼ c. Low-Fat Yogurt ½ c. Mixed Fruit 12 BREAKFAST ½ c. Applesauce ½ sl. W. W. Cinnamon Toast LUNCH ⅔ c. GROUND TURKEY & SPAINSH RICE ¼ c. Broccoli Florets/Ranch Dressing ¼ c. Fresh Tangerine PM SNACK 1 pkg. Animal Crackers ½ c. 1% Low-Fat Milk 13 BREAKFAST ½ c. Pineapple Tidbits ½ ea. W.W. Bagel/Cream Cheese LUNCH 1 c. MAC & CHEESE WITH WHOLE GRAIN NOODLES ¼ c. Leafy Greens & Red Bell Strips Vinaigrette Dressing ¼ c. Fresh Pear Slices PM SNACK ⅓ c. Friends Trail Mix (kix, cheerios, corn chex, raisins, pretzels, & dried apricots) ½ c. 1% Low-Fat Milk 14 BREAKFAST 1 ea. Fresh Banana ⅓ c. Kix Cereal LUNCH ⅜ c. TUNA SALAD (tuna, eggs, mayo, relish, celery, & onions) ¼ c. Baby Carrots (No Dressing) ¼ c. Fresh Apple 1 sl. W.W. Bread PM SNACK – ANTS ON A LOG ¼ c. Celery Sticks 1 tbsp. Sunbutter (Raisins) ½ c. 1% Low-Fat Milk 17 BREAKFAST ½ c. Fresh Red Apple ⅓ c. Rice Chex Cereal LUNCH ⅜ c. REFRIED BEAN BURRITO ½ oz. Shredded Cheese ¼ c. Mexicali Corn ¼ c. Fresh Tangerine 1 ea. W.W. Tortilla PM SNACK 2 pkgs. Ritz Crackers ½ c. 1% Low-Fat Milk 18 BREAKFAST ½ c. Fresh Orange ⅓ c. Kix Cereal LUNCH ½ c. BBQ CHICKEN ¼ c. Rainbow Slaw ¼ c. Fresh Pear ½ ea. W.W Hambuger Bun PM SNACK 1 ea. Fresh Banana/Sunbutter ½ c. 1% Low-Fat Milk 19 BREAKFAST ½ c. Pineapple Tidbits ½ ea. W.W.Bagel/Cream Cheese LUNCH ½ c. *MARINATED BLACK BEAN SALAD (black beans, corn, salsa, chile, & lime juice) ½ oz. Shredded Cheddar Cheese ¼ c. Fresh Apple 1 ea. W.G. Corn Tortilla PM SNACK ½ c. Mango Chunks ½ c. 1% Low-Fat Milk 20 BREAKFAST 1 ea. Fresh Banana ¼ c. Oatmeal with Raisins LUNCH ¾ c. *RED POZOLE SOUP (chicken breast , tomato paste, hominy, cabbage, & cilantro) ¼ c. Fresh Kiwi 5 ea. Corn Tortilla Chips PM SNACK 1 ea. Mozzarella String Cheese 6 ea. Wheat Thin Crackers 21 BREAKFAST ½ c. Fresh Orange ⅓ c. Corn Chex Cereal LUNCH 1.5 ozs. ROASTED TURKEY Mayo & Mustard Dressing ¼ c. Green Leaf Lettuce & Tomato Slice ¼ c. Fresh Pear 1 sl. W.W. Bread PM SNACK 1 pkg. GoldFish Pretzel Crackers ½ c. 1% Low-Fat Milk 24 BREAKFAST ½ c. Fresh Orange ⅓ c. Bran Cereal LUNCH 1 ea. SUNBUTTER & JELLY SANDWICH 1 oz. Cheese Stick ¼ c. Baby Carrots (No Dressing) ¼ c. Fresh Apple 1 sl. W.W. Bread PM SNACK 1 pkg. Graham Crackers ½ c. 1% Low-Fat Milk 25 26 BREAKFAST ½ c. Fresh Tangerine 1 sl. Raisin Bread LUNCH 1.5 ozs. TURKEY ROLL UP Low-Fat Cream Cheese ¼ c. Broccoli Florets/Ranch Dressing ¼ c. Fresh Pear Slices 1 ea. W.W. Tortilla PM SNACK 1 pkgs. Animal Crackers ½ c. 1% Low-Fat Milk 27 BREAKFAST 1 ea. Fresh Banana ⅓ c. Cornflake Cereal LUNCH 1.5 ozs. SLICED TURKEY HAM Mayo & Mustard Dressing ¼ c. Pineapple Tidbits/Cottage Cheese ¼ c. Cucumber Slices 1 sl. W.W. Bread PM SNACK 2 pkgs. Wheatworth Crackers ½ c. 1% Low-Fat Milk 28 BREAKFAST ½ c. Fresh Apple ⅓ c. Rice Chex Cereal LUNCH 1 ea. *VEGGIE PITA POCKET (shredded cheese, hard boiled egg, toss salad mix, & cucumbers) Ranch Dressing ¼ c. Fresh Kiwi ½ ea. W.W. Pita Bread PM SNACK 2 pkgs. Ritz Crackers ½ c. 1% Low-Fat Milk 31 BREAKFAST ½ c. Fresh Pear ⅓ c. Bran Cereal LUNCH 1 ea. TURKEY WRAP Low-Fat Cream Cheese ¼ c. Baby Spinach & Bell Pepper Strips ¼ c. Fresh Apple 1 ea. W.W. Tortilla PM SNACK ¼ c. Celery Sticks 1 tbsp. Sunbutter ½ c. 1% Low-Fat Milk ALL BREAKFAST & LUNCH SERVED WITH 1% LOW-FAT MILK *Indicates vegetable included in main dish WATER IS OFFERED THROUGHOUT THE DAY 1 2 3 4 5 DESCRIPTION Total Remaining % YTD Actual Budget Budget YTD a. PERSONNEL 181,510$ 297,675$ 116,165$ 61% b. FRINGE BENEFITS 105,777 206,426 100,649 51% c. TRAVEL - - - 0% d. EQUIPMENT - - - 0% e. SUPPLIES 16,235 6,900 (9,335) 235% f. CONTRACTUAL 69,425 467,260 397,835 15% g. CONSTRUCTION - 0% h. OTHER 27,699 74,699 47,000 37% I. TOTAL DIRECT CHARGES 400,646$ 1,052,960$ 652,314$ 38% j. INDIRECT COSTS 52,268 66,120 13,852 79% k. TOTAL-ALL BUDGET CATEGORIES 452,914$ 1,119,080$ 666,166$ 40% In-Kind (Non-Federal Share)102,368$ 279,770$ 177,402$ 37% CONTRA COSTA COUNTY COMMUNITY SERVICES BUREAU EARLY HEAD START- CC PARTNERSHIP #1 November 2018 Expenditures 1 2 3 4 5 6 7 Jul-18 Oct 18 thru thru Total YTD Total Remaining % Sep-18 Dec-18 Actual Budget Budget YTD Expenditures a. Salaries & Wages (Object Class 6a) Permanent 1011 102,952 73,155 176,107 294,675 118,568 60% Temporary 1013 3,179 2,225 5,403 3,000 (2,403) 180% TOTAL PERSONNEL (6a)106,131 75,380 181,510 297,675 116,165 61% b. FRINGE BENEFITS (Object Class 6b) Fringe Benefits 61,423 44,354 105,777 206,426 100,649 51% TOTAL FRINGE (6b)61,423 44,354 105,777 206,426 100,649 51% e. SUPPLIES (Object Class 6e) 1. Office Supplies 1,043 59 1,102 500 (602) 220% 2. Child and Family Services Supplies (Incl.classroom Supplies)7,943 5,048 12,991 3,300 (9,691) 394% 3. Other Supplies Computer Supplies, Software Upgrades, Computer Replacement48,886 (48,593) 292 1,000 708 29% Miscellaneous Supplies - 67 67 100 33 67% Household Supplies 1,765 18 1,783 2,000 217 89% TOTAL SUPPLIES (6e)59,636 (43,402) 16,235 6,900 (9,335) 235% f. CONTRACTUAL (Object Class 6f) 1. Adm Svcs (e.g., Legal, Accounting, Temporary Contracts)278 112 390 8,000 7,610 5% 2. Other Contracts Contra Costa Child Care Council (52 slots x $500)19,000 23,000 42,000 312,000 270,000 13% Loss of Subsidy - 1,035 1,035 15,000 13,965 7% Children and Family Supplies (Diapers, etc)- - - 12,260 12,260 0% First Baptist (20 slots x $500)10,000 16,000 26,000 120,000 94,000 22% TOTAL CONTRACTUAL (6f)29,278 40,147 69,425 467,260 397,835 15% h. OTHER (Object Class 6h) 1. Bldg Occupancy Costs/Rents & Leases 4,692 2,039 6,730 15,000 8,270 45% 2. Utilities, Telephone 3,476 4,043 7,519 18,000 10,481 42% 3. Bldg. Maintenance/Repair and Other Occupancy 147 429 576 2,000 1,424 29% 4. Local Travel (54.5 cents per mile effective 1/1/2018)91 409 501 2,800 2,299 18% 5. Parent Services Parent Activities (Sites, PC, BOS luncheon) & Appreciation - - - 200 200 0% 6. Accounting & Legal Services Legal (County Counsel)- - - 500 500 0% Auditor Controllers - - - 1,000 1,000 0% Data Processing/Other Services & Supplies 279 279 558 1,000 442 56% 7. Publications/Advertising/Printing Recruitment Advertising (Newspaper, Brochures)- - - 100 100 0% 8. Training or Staff Development Staff Trainings/Dev. Conf. Registrations/Memberships - PA11 9,224 1,224 10,448 25,907 15,459 40% 9. Other Vehicle Operating/Maintenance & Repair - - - 1,000 1,000 0% Equipment Maintenance Repair & Rental - - - 3,000 3,000 0% Other Operating Expenses (CSD Admin/Facs Mgt. Alloc-1401)571 796 1,367 4,192 2,825 33% h. OTHER (6h)18,480 9,219 27,699 74,699 47,000 37% I. TOTAL DIRECT CHARGES (6a-6h)274,948 125,698 400,646 1,052,960 652,314 38% j. INDIRECT COSTS 22,015 30,253 52,268 66,120 13,852 79% k. TOTALS - ALL BUDGET CATEGORIES 296,963 155,951 452,914 1,119,080 666,166 40% Non-federal Match In-Kind 63,380 38,988 102,368 279,770 177,402 37% CONTRA COSTA COUNTY COMMUNITY SERVICES BUREAU EARLY HEAD START- CC PARTNERSHIP #1 November 2018 Expenditures 1 2345 DESCRIPTION Total Remaining % YTD Actual Budget Budget YTD a. PERSONNEL 142,926$ 622,636$ 479,710$ 23% b. FRINGE BENEFITS 86,376 372,885 286,509 23% c. TRAVEL - - - 0% d. EQUIPMENT - - - 0% e. SUPPLIES 17,124 56,000 38,876 31% f. CONTRACTUAL 64,000 1,058,400 994,400 6% g. CONSTRUCTION - - - 0% h. OTHER 310,304 1,388,379 1,078,075 22% I. TOTAL DIRECT CHARGES 620,730$ 3,498,301$ 2,877,570$ 18% j. INDIRECT COSTS 38,528 131,714 93,186 29% k. TOTAL-ALL BUDGET CATEGORIES 659,258$ 3,630,015$ 2,970,756$ 18% In-Kind (Non-Federal Share) 128,473$ 885,122$ 756,649$ 15% CONTRA COSTA COUNTY COMMUNITY SERVICES BUREAU EARLY HEAD START- CC PARTNERSHIP #2 November 2018 Expenditures 1 2 3456 Sep 18 thru Total YTD Total Remaining % Nov 18 Actual Budget Budget YTD Expenditures a. Salaries & Wages (Object Class 6a) Permanent 1011 139,778 139,778 551,730 411,952 25% Temporary 1013 3,148 3,148 70,906 67,758 4% a. PERSONNEL (Object class 6a) 142,926 142,926 622,636 479,710 23% b. FRINGE BENEFITS (Object Class 6b) Fringe Benefits 86,376 86,376 372,885 286,509 23% b. FRINGE (Object Class 6b) 86,376 86,376 372,885 286,509 23% e. SUPPLIES (Object Class 6e) 1. Office Supplies 217 217 10,000 9,784 2% 2. Child and Family Services Supplies (Incl.classroom Supplies 14,032 14,032 30,000 15,968 47% 3. Other Supplies Computer Supplies, Software Upgrades, Computer Replace 12 12 12,000 11,988 0% Health/Safety Supplies 2,560 2,560 2,500 (60) 102% Miscellaneous Supplies 272 272 1,000 728 27% Household Supplies 32 32 500 468 6% e. SUPPLIES (Object Class 6e) 17,124 17,124 56,000 38,876 31% f. CONTRACTUAL (Object Class 6f) 1. Adm Svcs (e.g., Legal, Accounting, Temporary Contracts) 67 67 30,000 29,933 0% 2. Health/Disabilities Services Health Consultant (Judy Ventling, LVN) 4,320 4,320 6,000 1,680 72% 3. Training and Technical Assistance- PA11 Interaction - - 4,000 4,000 0% Diane Godard - - 4,000 4,000 0% Josephine Lee 3,313 3,313 8,000 4,688 41% Susan Cooke - - 8,000 8,000 0% UCSF Benioff - - 4,000 4,000 0% 4. Other Contracts First Baptist/ Kid's Castle (2 slots x 12 mos. x $500) - - 12,000 12,000 0% YMCA of the East Bay (44 slots x12 mos. x $500 + $15,000 - - 279,000 279,000 0% KinderCare Mahogany (32 slots x 12 mos. x $500 + $15,000 8,000 8,000 207,000 199,000 4% Baby Yale Brentwood (41 slots x 12 mos. x $500 + $10,000 16,000 16,000 256,000 240,000 6% Tiny Toes (8 slots x 12 mos. x $500 +$5,000 loss of sunsidy 6,500 6,500 53,000 46,500 12% One Solution Technology (CLOUD) 25,800 25,800 187,400 161,600 14% f. CONTRACTUAL (Object Class 6f) 64,000 64,000 1,058,400 994,400 6% h. OTHER (Object Class 6h)- 1. Bldg Occupancy Costs/Rents & Leases (33) (33) 12,000 12,033 0% 2. Utilities, Telephone 482 482 8,000 7,518 6% 3. Building & Child Liability Insurance - - 6,000 6,000 0% 4. Bldg. Maintenance/Repair and Other Occupancy 87 87 9,000 8,913 1% 5. Local Travel (54.5 cents per mile effective 1/1/2018) 576 576 5,000 4,424 12% 6. Nutrition Services Child Nutrition Costs - - 15,000 15,000 0% CCFP and USDA Reimbursements - - (12,000) (12,000) 0% 7. Parent Services Parent Conference Registration/Trainings - - 3,000 3,000 0% Parent Resources (Parenting Books, Videos, etc.) - - 4,500 4,500 0% PC Orientation, Trainings (including food) , Materials & Tran - - 5,000 5,000 0% Policy Council Meetings (including food) - - 1,000 1,000 0% Parent Activities (Sites, PC, BOS luncheon) & Appreciation (- - 2,000 2,000 0% Child Care/Mileage Reimbursement - - 1,000 1,000 0% 8. Accounting and Legal Services Auditor-Controller/Legal Council (County Council) - - 500 500 0% Data Processing/Other Services & Supplies 492 492 1,000 508 49% 9. Publications/Advertising/Printing Outreach/Printing - - 500 500 0% Recruitment Advertising (Newspaper, Brochures) - - 1,000 1,000 0% 10. Training or Staff Development Agency Memberships (WIPFLI, Meeting Fees, NHSA, NAEY - - 2,500 2,500 0% Family, Community, and Parent Engagement (including food - - 16,000 16,000 0% Staff trainings-Nutrition, Prog. Regs, Bus/Mgmt Systems; IT 313 313 21,354 21,041 1% 11. Other Collaboration with Child Development Program 307,316 307,316 1,252,600 945,284 25% Site Security Guards - - 3,000 3,000 0% Vehicle Operating/ Maintenance and Repair - - 5,000 5,000 0% Equipment Maintenance Repair and Rental - - 3,720 3,720 0% Other Operating Expenses (CSD Admin/Facs Mgt. Allocation 1,071 1,071 21,705 20,634 5% h. OTHER (6h) 310,304 310,304 1,388,379 1,078,075 22% I. TOTAL DIRECT CHARGES (6a-6h) 620,730 620,730 3,498,301 2,877,570 18% j. INDIRECT COSTS 38,528 38,528 131,714 93,186 29% k. TOTALS - ALL BUDGET CATEGORIES 659,258 659,258 3,630,015 2,970,756 18% Non-federal Match In-Kind 128,473 128,473 885,122 756,649 15% CONTRA COSTA COUNTY COMMUNITY SERVICES BUREAU EARLY HEAD START- CC PARTNERSHIP #2 November 2018 Expenditures RECOMMENDATION(S): ACCEPT the Fiscal Year 2017/18 Park Impact and Park Dedication Fee Annual Report. FISCAL IMPACT: No General Fund impact. BACKGROUND: The Park Impact Fee Ordinance (Ordinance No. 2007-17) requires an annual report within 180 days after the last day of each fiscal year be made available to the public and reviewed by the Board of Supervisors at a regularly scheduled meeting. The report should contain the following information for the fiscal year: 1. A brief description of the type of fee in the account or fund, 2. The amount of the fee, 3. The beginning and ending balance of the account or fund, 4. The amount of the fees collected and the interest earned, 5. An identification of each public improvement on which fees were expended and the amount of the expenditure on each improvement, including the total percentage of the cost of the public improvement that was funded with the fees, 6. An identification of an approximate date by which the construction of the public improvement APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Kristine Solseng (926) 674-7809 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 66 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:January 22, 2019 Contra Costa County Subject:Park Fee Annual Report BACKGROUND: (CONT'D) will commence if the Board determines that sufficient funds have been collected to complete financing on an incomplete public improvement, and the public improvement remains incomplete, 7. A description of each interfund transfer or loan from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and, in the case of an interfund loan, the date on which the loan will be repaid, and the rate of interest that the account or fund will receive on the loan, and 8. The amount of refunds made pursuant to Government Code section 66001(e) and any allocations pursuant to Government Code section 66001 (f). The Annual Report is only required for Park Impact fees. However, given the similarities between the use of Park Impact fees and Park Dedication fees, the Annual Report includes both types of fees in order to provide the Board with additional information. Park Impact Fees are required for any new residential project including new subdivisions. Subdivisions may also be required to pay Park Dedication Fee. However, if a project is required to pay Park Dedication Fees, it will be credited towards the required Park Impact Fee. The fees are not additive. CONSEQUENCE OF NEGATIVE ACTION: If the action is not approved, there will be no Park Impact/Park Dedication Annual Report for FY 17/18. CHILDREN'S IMPACT STATEMENT: Park Impact and Park Dedication fee projects support the following outcomes established in the Children's Report Card: 1) Children and youth are healthy and preparing for a productive adulthood; 2) Families are safe, stable and nurturing; 3) Communities are safe and provide a high quality of life for children and families ATTACHMENTS Annual Report 17-18 1 Park Dedication/Park Impact Fee Annual Report FY 2017/2018 Park Impact Fee Account Summary Description of Fees The purpose of the Park Impact Fees is to generate funds to acquire parkland and develop parks and recreation facilities to serve new residential development. Residential projects are required to pay a Park Impact Fee. Second units, affordable units, and inclusionary housing units may be eligible for waivers or exemptions. An overview of funded parks are included in this report and a detail of all Park Impact accounts are attached. Amount of Fee The FY 2017/2018 Park Impact Fees depend on both dwelling type and location, the amounts below reflect the increase in the fee as of March 30, 2018. Dwelling Unit Type West/Central County East County Single Family Unit $7,826 $6,370 Townhome Unit $6,225 $5,067 Multi-Family Unit $5,637 $4,588 Mobile Home Unit $5,254 $4,276 * Park Dedication Fees collected may be credited towards total Park Impact fee Account Summary Beginning Balance Fees Collected Interest Earned Admin Transfer Expended - Projects Encumbered Ending/Available Balance $1,985,978.17 $1,581,678.00 $38,941.33 $(5,841.09) $(35,220.65) $ (13,543) $3,565,535.76 No Loans nor Refunds were made from the Park Impact Fund. Park Dedication Fee Account Summary Description of Fees The purpose of the Park Dedication Fees is to generate funds to acquire parkland and develop or rehabilitate parks and recreation facilities to serve residential development. Residential subdivision projects may require Park Dedication Fees. If a project requires Park Dedication Fee, the amount collected is credited towards the Total Park Impact Fee. The fees are not additive. An overview of funded parks are included in this report and a detail of all Park Dedication accounts are attached. Amount of Fee The FY 2017/2018 Park Dedication Fees are based on both dwelling type and location. Dwelling Unit Type West/Central County East County Parkland Dedication Single Family Unit $4,489 $3,142 391 sq ft/unit Townhome Unit $3,571 $2,499 311 sq ft/unit Multi-Family Unit $3,233 $2,263 282 sq ft/unit Mobile Home Unit $3,014 $2,109 263 sq ft/unit Note: Developer may dedicate land, pay in-lieu fee, or a combination of the two with approval from Zoning Administrator 2 Account Summary Beginning Balance Fees Interest Earned Admin Transfer Expended - Projects Encumbered Ending/Available Balance $3,387,720.44 $123,092 $51,375.77 $(7,707.51) $(645,084.43) $(664,114.01) $2,245,282.26 No Loans nor Refunds were made from the Park Dedication Fee Account. Current Park Projects for which Funds have been Spent or Committed by Board Action through the end of FY17/18 Forest Home Farms (COMPLETED) The Forest Home Farms project includes the rehabilitation of Building 12, the oldest building at the Forest Home Farms Park located at 19953 San Ramon Valley Road in San Ramon. The project includes structural work to the building, installing new concrete footings, installing new lighting, and improving accessibility to the building. Forest Home Farms Historic Park is a 16-acre farm located at the base of the East Bay Hills. The site is divided into two equal parts – the northern portion of the site contains all of the structures including Building 12 or the "Barn" originally built in the period from 1850 to 1860. The barn was placed on the National Register of Historic Places and the California Register of Historical Resources in June 2002.The barn has needed several repairs over the years. It is slipping off its foundation and is in need of other structural improvements. Accessibility improvements to the building and grounds will be made to the barn to ensure it is compliant with the Americans with Disabilities Act (ADA). The barn is an integral part of tours for school age children that take place during the school year when students are taught about farm life, farming, and farm tools/equipment. Guided and self-guided tours are also available to the general public with constantly changing displays and interpretive programs. Anticipated Construction Commencement Date: Complete Anticipated Completion Date: June, 2018 Total Project Costs: $757,000 Total Contra Costa County Park Funds: $485,000 (60.1%) Park Impact Fees: $ - (0%) Park Dedication: $485,000 (60.1%) Total Contra Costa County Park Funds Expended to date: $ - FY 2017/18 Expenditures: $ 485,000 Iron Horse Corridor – 230 Hookston (Construction Completed) The goal of the 230 Hookston project is to installation of landscaping on the County-owned property to improve the visual aesthetics and recreational opportunities adjacent to the Iron Horse Corridor. The project include soil testing and remediation, project design and engineering, and installation of a landscaped buffer between the users of the trail and the industrial businesses just west of the trail. Specifically, the proposed project includes constructing a six foot wide 1,500 feet long paved pedestrians-only trail on the subject property from Mayhew Way to Hookston Road to help separate pedestrians from cyclists using the IHC, planting additional landscaping and irrigation, and installing appropriate signage. Anticipated Construction Commencement Date: Construction is complete Anticipated Completion Date: June 30, 2018 (includes the establishment period) Total Project Costs: $810,000 3 Total Contra Costa County Park Funds: Allocated*: $481,575 (59.5%); Total Spent* - $206,190 (25.5%) Park Impact Fees: $ - (0%) Park Dedication*: $481,575 (59.5%); Anticipated* - $206,190 (25.5%) * $481,575 has been allocated to the 230 Hookston Project. However, an additional $600,000 in grant funding has been awarded from East Bay Regional Park Measure WW Bond Funds. The amount of Park Dedication funds not anticipated to exceed amount expended to date ($206,190.95). Total Contra Costa County Park Funds Expended to date: $ 206,190 FY 2017/18 Expenditures: $ - Larkey Park Swim Center (COMPLETED) The Larkey Park Swim Center project includes renovating the 40-year old pool to meet the current health and safety code standards so that it may serve the community's aquatic needs for many years. In addition to renovating the pool, the City has approved the construction of a splash pad. The splash pad will replace the existing "baby pool." Anticipated Construction Commencement Date: Completed Anticipated Completion Date: Completed (September, 2017) Total Project Costs: $4,108,000 Total Contra Costa County Park Funds: $67,000 (1.6%) Park Impact Fees: $ - (0%) Park Dedication: $67,000 (1.6%) Total Contra Costa County Park Funds Expended to date: $67,000 FY 2017/18 Expenditures: $ 67,000 Leigh Creekside Park The Leigh Creekside Park include expanding the existing park facilities by construction and permanent pathway around the perimeter of the park and installing a new entrance gate. Anticipated Construction Commencement Date: Early 2018 Anticipated Completion Date: Summer 2019 Total Project Costs: $489,000 Total Contra Costa County Park Funds: $51,000 (10.4%) Park Impact Fees: $13,543 (2.8%) Park Dedication: $37,457 (7.7%) Total Contra Costa County Park Funds Expended to date: $ - FY 2016/17 Expenditures: $ - 4 Martinez Waterfront Park The City of Martinez is making improvements to the tot lot area in their Waterfront Park. The improvements include adding a much needed, unisex restroom next to the tot lot. Additional improvements include installing ADA parking stalls, ACA picnic tables, other picnic area rehabilitation, rehabilitation of existing playground equipment, and improvements to the play area drainage, and adding new safety fiber surfacing. Anticipated Construction Commencement Date: January, 2018 Anticipated Completion Date: June, 2019 Total Project Costs: $6,000,000w Total Contra Costa County Park Funds: $350,000 (5.8%) Park Impact Fees: $- (0%) Park Dedication: $350,000 (5.8%) Total Contra Costa County Park Funds Expended to date: $ - FY 2017/18 Expenditures: $ - Mira Vista Garden Education Center (COMPLETE) West County DIGS in collaboration with West Contra Costa School District and Earth Island Institute, developed and rehabilitated the Urban Garden and developed a Garden Education Center at Mira Vista Elementary school . The Garden Education Center will serve as a resource to over 500 students, their families, district educators, and members of the neighboring community. Additionally, over 20 schools will visit the garden and greenhouse for professional development. The Garden Education Center will also provide plant starts for local school gardens. Anticipated Construction Commencement Date: November 1, 2017 Anticipated Completion Date: December 31, 2017 Total Project Cost: $80,000 (plus volunteer hours) Total Contra Costa County Park Funds: $20,000 (25%) Park Impact Fees: $ - (0%) Park Dedication: $20,000 (25%) Total Contra Costa County Park Funds Expended to date: $20,000 FY 2017/18 Expenditures: $20,000 Sycamore Valley Park The Town of Danville requested funding towards the development of expanded park facilities at Sycamore Valley Park. The improvements include four new bocce ball courts, a new shade structure, additional lighting, and landscaping. The total project cost is $1,308,709 and is funded through various funding sources and county Park Impact funds. Anticipated Construction Commencement Date: Completed Anticipated Completion Date: Completed Total Project Cost: $1,308,709 Total Contra Costa County Park Funds: $33,950 (2.6%) Park Impact Fee: $ 33,950 (2.6%) Park Dedication: $ - (0%) Total Contra Costa County Park Funds Expended to date: $33,950 FY 2017/18 Expenditures: $33,950 5 Urban Tilth The Urban Tilth Project includes the development of a new park in the North Richmond community in the form of an agricultural park and riparian restoration education center. Once fully developed, the Root and Restoration farm will include “You Pick It” learning gardens, an outdoor community kitchen, an amphitheater, garden and creek classrooms, and a youth-run farmer’s market – all while training young people in the community. Anticipated Construction Commencement Date: Temporary Farm Construction began Fall 2016 Anticipated Completion Date: December, 2021 Total Project Costs: $3,900,000 Total Contra Costa County Park Funds: $457,000 (11.7%) Park Impact Fees: $- (0%) Park Dedication: $457,000 (11.7%) Total Contra Costa County Park Funds Expended to date: $ 384,445.96 FY 2017/18 Expenditures: $ 41,777.43 Park Impact/Park Dedication Annual Report FY17/18 Account Summary Account Number Name Beginning Balance Fees Collected Interest Earned Admin Transfer Expended ‐ Projects Encumbered Ending Balance 1,985,978.17$             1,581,678.00$       38,941.33$             (5,841.09)$              (35,220.65)$                   (13,543.00)$     3,565,535.76$        3,387,720.44$             123,092.00$           51,375.77$             (7,707.51)$              (645,084.43)$                (664,114.01)$   2,245,282.26$        828.12$                          ‐$                          ‐$                         13,547.37$              ‐$                                  ‐$                   14,375.49$              AD0001415 ADMIN EXP14/15 ‐$                                ‐$                          ‐$                          ‐$                        AD001516 ADMIN EXP 15/16 ‐$                                ‐$                          ‐$                          ‐$                        AD0001617 ADMIN EXP 16/17 828.12$                          ‐$                          ‐$                         828.120$                 AD0001718 ‐$                                ‐$                         13,547.37$             13,547.370$            PI0031411 Bay Point 7,244.17$                     112.76$                   (16.91)$                    7,340.020$              PI0031413 PI ‐ Bay Point 18,447.02$                   287.15$                   (43.06)$                    18,691.110$            PI0031420 PI ‐ Bay Point 148,926.80$                 17,412.00$             2,550.48$               (382.58)$                 168,506.700$         PI0135511 PI ‐ Clayton ‐$                               7,426.00$               24.26$                     (3.64)$                      7,446.620$              PI0135536 PI ‐ Clayton 219.53$                         3.40$                       (0.52)$                      222.410$                 PI0203040 PI ‐ Brentwood 371.32$                         5.77$                       (0.86)$                      376.230$                 PI0230208 PI ‐ Brentwood ‐$                               6,171.00$               61.70$                     (9.25)$                      6,223.450$              PI0230313 PI ‐ Brentwood 11,856.12$                   184.55$                   (27.68)$                    12,012.990$            PI0230325 PI‐Brentwood 6,064.31$                     6,044.00$               161.52$                   (24.25)$                    12,245.580$            PI0230402 PI ‐ Byron 5,611.81$                     87.35$                     (13.11)$                    5,686.050$              PI0230403 PI ‐ Discovery Bay 11,909.62$                   185.39$                   (27.81)$                    12,067.200$            PI0230404 PI ‐ Discovery Bay 5,901.32$                     6,171.00$               153.55$                   (23.05)$                    12,202.820$            PI0231504 PI ‐ Discovery Bay 8,256.80$                     128.51$                   (19.28)$                    8,366.030$              PI0234512 PI ‐ Discovery Bay 5,915.29$                     92.07$                     (13.82)$                    5,993.540$              PI0235512 PI ‐ Brentwood 6,023.49$                     93.75$                     (14.06)$                    6,103.180$              Pi0235517 PI ‐ Brentwood 5,961.56$                     3,093.00$               134.08$                   (20.11)$                    9,168.530$              PI0235531 PI‐Concord 7,312.49$                     113.81$                   (17.07)$                    7,409.230$              PI0314104 PI ‐ Bay Point 24,020.83$                   373.88$                   (56.09)$                    24,338.620$            PI0352102 PI ‐ Moraga 33.03$                            ‐$                          ‐$                         33.030$                   PI0403690 PI ‐ San Pablo 2,403.56$                     26.25$                     (3.93)$                      (1,270.65)$                      1,155.230$              PI0436902 PI ‐ San Pablo ‐$                               7,426.00$               65.26$                     (9.79)$                      7,481.470$              PI0830323 PI ‐ Martinez 7,349.85$                     114.40$                   (17.16)$                    7,447.090$              PI0831900 PI ‐ Martinez 143,294.08$                 3,093.00$               2,264.81$               (339.72)$                 148,312.170$         PI0832002 PI ‐ Martinez 39,063.57$                   608.04$                   (91.21)$                    39,580.400$            PI0832004 PI ‐ Martinez 37,833.59$                   588.90$                   (88.34)$                    38,334.150$            PI0832700 PI ‐ Martinez ‐$                          ‐$                          ‐$                        PI0835602 PI ‐ Martinez 21,477.18$                   7,426.00$               433.41$                   (65.01)$                    29,271.580$            PI0835922 PI ‐ Martinez 14,740.36$                   229.47$                   (34.43)$                    14,935.400$            PI0837100 PI ‐ Martinez 4,059.42$                     (4,096.41)$              43.53$                     (6.54)$                      0.000$                      PI1103010 PI ‐ Oakley 5,919.68$                     92.13$                     (13.82)$                    5,997.990$              PI1103031 PI ‐ Oakley 5,938.78$                     92.44$                     (13.86)$                    6,017.360$              PI1130202 PI ‐ Oakley 5,615.76$                     87.41$                     (13.12)$                    5,690.050$              PI1130208 PI ‐ Knightsen ‐$                               12,102.00$             89.39$                     (13.42)$                    12,177.970$            PI1134522 PI ‐ Knightsen 5,611.81$                     87.35$                     (13.11)$                    5,686.050$              PI1336200 PI ‐ Richmond 7,347.78$                     7,426.00$               126.56$                   (18.99)$                    14,881.350$            PI1336502 PI ‐ Richmond 7,456.44$                     127,737.00$           702.59$                   (105.39)$                 135,790.640$         PI1337100 PI ‐ Richmond ‐$                               4,096.41$               19.65$                     (2.95)$                      4,113.110$              Pi1337800 PI ‐ Richmond ‐$                               7,562.00$               24.71$                     (3.70)$                      7,583.010$              PI1403260 PI ‐ Lafayette 29,155.49$                   453.81$                   (68.09)$                    29,541.210$            PI1434002 PI ‐ Lafayette 22,006.07$                   7,238.00$               354.40$                   (53.15)$                    29,545.320$            PI1434700 PI ‐ Lafayette 28,935.88$                   46,743.00$             772.23$                   (115.83)$                 (13,543.00)$     76,335.280$            PI1730200 PI ‐ San Ramon 7,339.95$                     114.25$                   (17.16)$                    7,437.040$              PI1730209 PI ‐ San Ramon 7,367.73$                     114.68$                   (17.21)$                    7,465.200$              PI1732112 PI ‐ San Ramon 7,361.43$                     114.60$                   (17.19)$                    7,458.840$              PI1733100 PI ‐ San Ramon 7,355.73$                     114.51$                   (17.19)$                    7,453.050$              PI1733320 PI ‐ San Ramon 7,361.43$                     114.60$                   (17.19)$                    7,458.840$              PI1733500 PI ‐ San Ramon 14,256.44$                   221.91$                   (33.29)$                    14,445.060$            PI1733611 PI ‐ San Ramon 7,376.43$                     114.83$                   (17.24)$                    7,474.020$              PI1734510 PI ‐ San Ramon 97,508.47$                   1,517.78$               (227.66)$                 98,798.590$            PI1734511 PI ‐ San Ramon 229,415.96$                 3,571.01$               (535.42)$                 232,451.550$         PI1734515 PI ‐ San Ramon 192,216.95$                 2,991.96$               (448.56)$                 194,760.350$         PI1734700 PI ‐ San Ramon 7,359.60$                     114.53$                   (17.19)$                    7,456.940$              PI1735510 PI ‐ San Ramon 22,068.27$                   343.51$                   (51.53)$                    22,360.250$            PI1735511 PI ‐ SR & PLSNTN 7,250.69$                     15,008.00$             262.33$                   (39.35)$                    22,481.670$            PI1735512 PI ‐ San Ramon 14,249.50$                   221.79$                   (33.28)$                    14,438.010$            PI1735514 PI ‐ San Ramon 28,029.73$                   436.31$                   (65.46)$                    28,400.580$            PI1735519 PI ‐ San Ramon 7,376.44$                     114.83$                   (17.24)$                    7,474.030$              PI1735602 PI ‐ San Ramon 7,367.73$                     114.68$                   (17.21)$                    7,465.200$              PI1736100 PI ‐ San Ramon 14,732.22$                   229.32$                   (34.40)$                    14,927.140$            PI1736720 PI ‐ San Ramon 7,369.79$                     114.72$                   (17.21)$                    7,467.300$              PI3503260 PI ‐ PLEASANT HIL L 7,149.67$                     111.30$                   (16.69)$                    7,244.280$              PI5135211 PI ‐ Moraga 7,458.73$                     116.09$                   (17.43)$                    7,557.390$              PI5135800 PI ‐ Crockett 7,342.73$                     114.28$                   (17.16)$                    7,439.850$              PI5434611 PI ‐ Alamo 28,226.68$                   439.38$                   (65.90)$                    28,600.160$            PI5503410 PI ‐Walnut Creek 10,267.98$                   159.83$                   (23.98)$                    10,403.830$            PI5503420 PI ‐ Walnut Creek 6,907.76$                     107.52$                   (16.13)$                    6,999.150$              PI5503910 PI ‐Kensington ‐$                               6,186.00$               61.86$                     (9.28)$                      6,238.580$              PI5503920 PI ‐Kensington 20,902.56$                   325.38$                   (48.81)$                    21,179.130$            PI5530312 PI ‐ Walnut Creek 7,351.78$                     114.42$                   (17.16)$                    7,449.040$              PI5532401 PI ‐ Walnut Creek ‐$                               1,127,400.00$       5,411.23$               (811.69)$                 1,131,999.540$      PI5532500 PI ‐ Walnut Creek 7,376.44$                     114.83$                   (17.24)$                    7,474.030$              PI5533420 PI ‐ Walnut Creek 7,374.78$                     7,238.00$               169.02$                   (25.36)$                    14,756.440$            PI5533823 PI ‐ Walnut Creek 22,081.95$                   343.73$                   (51.58)$                    22,374.100$            PI5533832 PI ‐ Walnut Creek 2,942.15$                     45.82$                     (6.86)$                      2,981.110$              PI5534301 PI‐Walnut Creek 14,535.34$                   226.25$                   (33.94)$                    14,727.650$            PI5534302 PI‐Walnut Creek 29,374.32$                   7,582.00$               481.99$                   (72.30)$                    37,366.010$            PI5534303 PI‐Walnut Creek 16,104.38$                   250.67$                   (37.60)$                    16,317.450$            Park Impact Park Dedication Administrative Park Impact/Park Dedication Annual Report FY17/18 Account Summary PI5703620 PI ‐ Kensington ‐$                               7,426.00$               74.23$                     (11.13)$                    7,489.100$              PI5703620 PI ‐ El Sobrante 13,959.68$                   217.29$                   (32.60)$                    14,144.370$            PI5703630 PI ‐ El Sobrante 44,923.34$                   62,832.00$             1,157.20$               (173.59)$                 108,738.950$         PI5735602 PI ‐ El Sobrante ‐$                               7,582.00$               24.77$                     (3.72)$                      7,603.050$              PI5736011 PI ‐ El Sobrante ‐$                               2,937.00$               42.51$                     (6.38)$                      2,973.130$              PI5803420 PI ‐ Alamo 7,182.53$                     111.79$                   (16.77)$                    7,277.550$              PI5803440 PI ‐ Alamo 14,164.10$                   220.47$                   (33.07)$                    14,351.500$            PI5833420 PI ‐ Alamo 7,320.87$                     27,063.00$             363.43$                   (54.51)$                    34,692.790$            PI5833621 PI ‐ Alamo 7,361.43$                     114.60$                   (17.19)$                    7,458.840$              PI5834521 PI ‐ Alamo 21,512.36$                   334.87$                   (50.22)$                    21,797.010$            PI5834524 PI ‐ Alamo 21,551.86$                   7,238.00$               389.70$                   (58.45)$                    29,121.110$            PI5834611 PI ‐ Alamo 21,741.24$                   338.41$                   (50.75)$                    22,028.900$            PI5834612 PI ‐ Alamo 63,121.05$                   15,108.00$             982.51$                   (147.37)$                 79,064.190$            PI5834621 PI ‐ Alamo 41,408.91$                   644.55$                   (96.69)$                    41,956.770$            PI5836020 PI ‐ El Sobrante 39,328.88$                   612.17$                   (91.83)$                    39,849.220$            PI6034624 PI ‐ Danville 7,357.77$                     114.53$                   (17.19)$                    7,455.110$              PI6035514 PI ‐ Danville 34,538.83$                   160.56$                   (24.10)$                    (33,950.00)$                   725.290$                 PI6513570 P I‐ Crockett 28,400.83$                   7,426.00$               454.24$                   (68.14)$                    36,212.930$            PI7003010 PI ‐ Bethel Island 17,784.31$                   276.83$                   (41.53)$                    18,019.610$            PI7113010 PI ‐ Oakley 17,546.02$                   273.11$                   (40.98)$                    17,778.150$            PI17132120 PI ‐ Pacheco 7,244.48$                     112.76$                   (16.91)$                    7,340.330$              PI9103580 PI ‐ Rodeo 10,572.87$                   (10,602.66)$            35.04$                     (5.25)$                      0.000$                      PI9203580 PI ‐ Rodeo 7,910.26$                     18,184.66$             319.29$                   (47.92)$                    26,366.290$            100303015 Park Dedication 2,733.85$                     18.40$                     (2.77)$                      (2,734.00)$                      15.480$                   100303029 Park Dedication 28,573.56$                   193.66$                   (29.06)$                    (28,573.00)$                   165.160$                 100307330 Concord 19.38$                            ‐$                          ‐$                         19.380$                   100334021 Concord 20,997.60$                   326.85$                   (49.04)$                    21,275.410$            100335514 Antioch 3,982.95$                     62.00$                     (9.30)$                      4,035.650$              102391000 Kensington 7,778.38$                     121.10$                   (18.19)$                    7,881.290$              248803150 Clyde 511.85$                         7.96$                       (1.20)$                      518.610$                 248936402 Montara Bay 391.35$                         6.09$                       (0.91)$                      396.530$                 249203560 Rodeo ‐$                          ‐$                          ‐$                        249203580 Rodeo 3,596.56$                     55.98$                     (8.41)$                      3,644.130$              249235601 Rodeo 34.24$                            ‐$                          ‐$                         34.240$                   249235602 Rodeo 33.68$                            ‐$                          ‐$                         33.680$                   265103570 Crockett 18,877.60$                   293.84$                   (44.08)$                    19,127.360$            271036402 Pinole 2,311.17$                     35.97$                     (5.40)$                      2,341.740$              271103010 Oakley 94,285.40$                   1,467.60$               (220.13)$                 95,532.870$            271103031 Oakley 55.04$                            ‐$                          ‐$                         55.040$                   271130201 Oakley 3,310.59$                     51.52$                     (7.73)$                      3,354.380$              271130202 Knightsen 956.48$                         14.90$                     (2.25)$                      969.130$                 271130208 Knightsen ‐$                               6,284.00$               73.29$                     (11.00)$                    6,346.290$              275135211 Moraga 23.45$                            ‐$                          ‐$                         23.450$                   275135212 Moraga 235.49$                         3.65$                       (0.55)$                      238.590$                 275135221 Moraga 52.28$                            ‐$                          ‐$                         52.280$                   275135222 Moraga 163.03$                         2.54$                       (0.40)$                      165.170$                 275303540 Orinda 2,547.61$                     39.67$                     (5.96)$                      2,581.320$              275335302 Orinda 19.23$                            ‐$                          ‐$                         19.230$                   275434611 Alamo 3,857.28$                     60.03$                     (9.01)$                      3,908.300$              275503381 Walnut Creek 40,525.29$                   630.81$                   (94.64)$                    41,061.460$            275503382 Walnut Creek 5,629.49$                     87.62$                     (13.14)$                    5,703.970$              275503400 Walnut Creek 2,395.76$                     37.28$                     (5.61)$                      2,427.430$              275503410 Walnut Creek 176,051.83$                 2,740.36$               (411.05)$                 178,381.140$         275503420 Walnut Creek 74,602.04$                   1,161.24$               (174.18)$                 75,589.100$            275503430 Walnut Creek 9,087.11$                     141.45$                   (21.19)$                    9,207.370$              275533822 Walnut Creek 124,384.93$                 1,936.15$               (290.44)$                 126,030.640$         275533832 Walnut Creek 7,234.86$                     112.61$                   (16.88)$                    7,330.590$              275534001 Walnut Creek 16.11$                            ‐$                          ‐$                         16.110$                   275534002 Walnut Creek 68,322.02$                   244.91$                   (36.73)$                    (67,000.00)$                   1,530.200$              275534301 Walnut Creek 242.71$                         3.76$                       (0.57)$                      245.900$                 275534302 Walnut Creek 254.39$                         3.96$                       (0.59)$                      257.760$                 275534303 Walnut Creek 3,049.97$                     47.49$                     (7.13)$                      3,090.330$              275534611 Walnut Creek 26.23$                            ‐$                          ‐$                         26.230$                   275535532 Concord 2,289.37$                     35.64$                     (5.33)$                      2,319.680$              275703601 El Sobrante ‐ R 1.44$                              ‐$                          ‐$                         1.440$                      275703602 El Sobrante ‐ R 4,507.02$                     70.15$                     (10.53)$                    4,566.640$              275703610 El Sobrante ‐ R 952.54$                         14.82$                     (2.22)$                      965.140$                 275703620 El Sobrante 77,800.07$                   1,011.05$               (151.68)$                 (20,000.00)$                   58,659.440$            275703630 El Sobrante ‐ R 67,540.48$                   66,417.00$             1,609.49$               (241.43)$                 135,325.540$         275736011 El Sobrante ‐$                               2,000.00$               28.94$                     (4.33)$                      2,024.610$              275803420 Alamo 13,887.14$                   216.18$                   (32.43)$                    14,070.890$            275803440 Alamo 16,052.82$                   249.86$                   (37.48)$                    16,265.200$            275803461 Alamo 3,515.60$                     54.71$                     (8.21)$                      3,562.100$              275803462 Alamo ‐ Park Ded 1,907.11$                     29.68$                     (4.47)$                      1,932.320$              275803999 Alamo 189.69$                         2.96$                       (0.44)$                      192.210$                 275832002 Park Dedication 2,815.54$                     43.83$                     (6.58)$                      2,790.00$         62.790$                   275834521 Alamo 3,341.72$                     52.02$                     (7.79)$                      3,385.950$              275834524 Alamo 2,047.77$                     31.87$                     (4.77)$                      2,074.870$              275834611 Alamo 24,465.82$                   380.82$                   (57.13)$                    24,789.510$            275834612 Alamo 59,921.23$                   300.00$                   932.72$                   (139.91)$                 61,014.040$            275834621 Alamo 16,922.49$                   263.43$                   (39.53)$                    17,146.390$            275834622 Alamo ‐ Park De D D 155.93$                         2.42$                       (0.39)$                      157.960$                 275834627 Alamo 2,398.22$                     37.34$                     (5.61)$                      2,429.950$              275836801 Alamo 2,031.45$                     (2,049.96)$              21.78$                     (3.27)$                      0.000$                      276034522 Danville 6,161.81$                     95.90$                     (14.38)$                    6,243.330$              276035513 Danville 413,325.51$                 6,433.66$               (964.87)$                 418,794.300$         325503910 Kensington 13,985.10$                   8,978.00$               317.40$                   (47.62)$                    23,232.880$            Park Impact/Park Dedication Annual Report FY17/18 Account Summary 325503920 Kensington 9,015.30$                     140.33$                   (21.05)$                    9,134.580$              370031414 Bay Point 13,708.44$                   213.38$                   (32.00)$                    13,889.820$            370031420 Bay Point 128,961.24$                 18,852.00$             2,258.93$               (338.86)$                 149,733.310$         370031500 Bay Point 1,376.44$                     21.43$                     (3.23)$                      1,394.640$              370035100 Bay Point 13,774.08$                   214.38$                   (32.15)$                    13,956.310$            370203031 Brentwood 65,308.77$                   1,016.57$               (152.49)$                 66,172.850$            370203032 Brentwood 9,495.05$                     147.80$                   (22.17)$                    9,620.680$              370203040 Brentwood 31.90$                            ‐$                          ‐$                         31.900$                   370230402 Byron ‐$                               6,044.00$               73.84$                     (11.09)$                    6,106.750$              370235512 Brentwood 43,716.67$                   680.49$                   (102.09)$                 44,295.070$            370235516 Brentwood 1,599.09$                     24.91$                     (3.74)$                      1,620.260$              370235517 Brentwood 4,489.00$               59.92$                     (8.98)$                      4,539.940$              373503220 Pleasant Hill 142.07$                         2.22$                       (0.32)$                      143.970$                 373503240 Pleasant Hill 98,406.00$                   1,531.74$               (229.76)$                 212,384$          (112,676.070)$        373503260 Pleasant Hill 92.51$                            ‐$                          ‐$                         92.510$                   373503381 Pleasant Hill 236.63$                         3.68$                       (0.56)$                      239.750$                 373503470 Pleasant Hill 3,204.59$                     49.88$                     (7.48)$                      3,246.990$              374003672 Rollingwood PD 1,217.29$                     18.95$                     (2.84)$                      1,233.400$              377003010 Bethel Island 1.23$                              ‐$                          ‐$                         1.230$                      420103553 Clayton 796.89$                         12.40$                     (1.84)$                      807.450$                 420135512 Clayton 407.25$                         6.34$                       (0.96)$                      412.630$                 420135533 Clayton 3.99$                              ‐$                          ‐$                         3.990$                      420135534 Clayton 2.56$                              ‐$                          ‐$                         2.560$                      420203331 Concord 32,539.81$                   506.50$                   (75.97)$                    32,970.340$            420233821 Concord 2,022.92$                     31.49$                     (4.72)$                      2,049.690$              420234001 Concord 2,025.50$                     31.52$                     (4.73)$                      2,052.290$              420235532 Concord 371.86$                         5.78$                       (0.86)$                      376.780$                 420283270 Martinez ‐$                          ‐$                          ‐$                        420403690 San Pablo 787.88$                         12.27$                     (1.83)$                      798.320$                 420436801 San Pablo 2,049.96$               9.83$                       (1.48)$                      2,058.310$              420803190 Martinez 33,388.92$                   4,489.00$               569.58$                   (85.43)$                    33,080.00$      5,282.070$              420803200 Martinez Park D 34.23$                            ‐$                          ‐$                         34.230$                   420831900 Martinez 22,816.89$                   355.17$                   (53.29)$                    22,610.00$      508.770$                 420832001 Martinez 41,788.26$                   650.45$                   (97.56)$                    42,341.150$            420832002 Martinez 198,237.62$                 3,085.70$               (462.86)$                 196,450.00$    4,410.460$              420832004 Martinez 199,446.31$                 3,104.53$               (465.67)$                 95,070.00$      107,015.170$         420832112 Martinez 12,543.82$                   195.25$                   (29.29)$                    12,709.780$            420832113 Martinez 36.25$                            ‐$                          ‐$                         36.250$                   420832700 Martinez 38,522.33$                   599.63$                   (89.95)$                    39,032.010$            420835602 Martinez 48,954.84$                   763.25$                   (115.53)$                 49,602.560$            420836502 Richmond 15,782.75$                   124.50$                   (18.69)$                    (8,375.00)$                      7,513.560$              420837100 martinez 30,546.70$                   (30,825.10)$            327.53$                   (49.13)$                    0.000$                      420903060 Antioch 9,157.95$                     142.55$                   (21.39)$                    9,279.110$              420903080 Antioch 75.07$                            ‐$                          ‐$                         75.070$                   420930601 Antioch Pk Ded 1,835.83$                     28.58$                     (4.28)$                      1,860.130$              420930602 Antioch 623.31$                         9.71$                       (1.44)$                      631.580$                 421303780 Richmond 385.54$                         6.01$                       (0.88)$                      390.670$                 421336502 Richmond 102,682.92$                 1,250.47$               (187.58)$                 (33,402.43)$                   50,729.96$      19,613.420$            421337100 Richmond ‐$                               30,825.10$             147.95$                   (22.19)$                    30,950.860$            421403260 Lafayette 4,994.31$                     77.74$                     (11.66)$                    5,060.390$              421403480 Lafayette 3,650.23$                     56.82$                     (8.52)$                      3,590.00$         108.530$                 421403490 Lafayette 34,427.84$                   535.88$                   (80.39)$                    33,867.00$      1,016.330$              421434700 Lafayette 14,647.11$                   5,239.00$               241.95$                   (36.30)$                    13,543.00$      6,548.760$              421703451 San Ramon 2,380.34$                     37.06$                     (5.56)$                      2,411.840$              421730200 San Ramon 7,365.62$                     114.64$                   (17.19)$                    7,463.070$              421733500 San Ramon 2,037.80$                     31.72$                     (4.76)$                      2,064.760$              421734511 San Ramon 235,456.87$                 3,284.93$               (492.76)$                 (231,812.00)$                6,437.040$              421734514 San Ramon 2,374.81$                     36.96$                     (5.55)$                      2,406.220$              421734516 San Ramon 9,807.93$                     152.66$                   (22.88)$                    9,937.710$              421734518 San Ramon 91,184.77$                   1,419.35$               (212.91)$                 92,391.210$            421734519 San Ramon 296,022.08$                 4,192.59$               (628.90)$                 (253,188.00)$                46,397.770$            421735514 San Ramon 25,782.74$                   401.34$                   (60.21)$                    26,123.870$            421735519 Pk Ded‐S Ramon 19,069.89$                   296.84$                   (44.54)$                    19,322.190$            467103212 Pacheco 1,595.71$                     24.83$                     (3.73)$                      1,616.810$              510135301 Canyon 5,069.05$                     78.91$                     (11.84)$                    5,136.120$              610136401 Unincorporated 2,361.18$                     36.75$                     (5.51)$                      2,392.420$              RECOMMENDATION(S): AUTHORIZE the Auditor-Controller to transfer $360,000 from Park Dedication/Park Impact Fund Accounts identified to Contra Costa County Public Works Department to help finance improvements at the El Sobrante Reading Garden Park and Community Building located at 4191 Appian Way in El Sobrante; and APPROVE Appropriations and Revenue Adjustment No. 5046 authorizing new revenue in the amount of $360,000 from Park Dedication/Park Impact Funds and appropriating it to the Public Works Department to finance improvements at the El Sobrante Reading Garden Park and Community Building located at 4191 Appian Way in El Sobrante. FISCAL IMPACT: No Impact to the General Fund, 100% Park Dedication and Park Impact Fees that have accumulated in the El Sobrante census tracts will be used to finance the improvements. BACKGROUND: Proposed Improvements Located next to the El Sobrante Reading Garden, the El Sobrante Community Building will serve as a community center for the unincorporated community of El Sobrante. Once the building meets current safety standards, it will provide a venue for community groups to hold meetings and host community events. The parking lot improvements will provide ADA access to the park and the community events APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Kristine Solseng (925) 674-7809 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 67 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:January 22, 2019 Contra Costa County Subject:Park Dedication and Park Impact Fee Fund Authorization for El Sobrante Community Building BACKGROUND: (CONT'D) hosted at the El Sobrante Community Building. The ability to utilize the Community Building adjacent to the park will provide a synergy between community group gatherings, community events, and park activities. The County has approved Building Improvements for 4191 Appian Way in El Sobrante Community Building and parking area for the Community Building and El Sobrante Reading Garden park. The project consists of parking area repairs, repairing the existing foundation of the Community Building, and American with Disability Act (ADA) improvements in both the parking area and the building. The proposed park and recreational improvements will serve the residents of unincorporated El Sobrante. Park Fund Background The County imposes fees on residential development to fund park and recreational facilities under both the County's Park Dedication Ordinance and the County's Park Impact Fee Ordinance. Funds from these fees are deposited into accounts associated with the census tract where the residential development occurs to ensure the funds are directed to park and recreational facilities which serve the residents of the development. The following table outlines the El Sobrante Park Dedication and Park Impact fee accounts that will be used for the project. Use of the park fees identified are reasonably related to improvements at the Community Building adjacent to the Reading Garden and are consistent with government code section 6601(a)(3)-(4), because the Building serves the entire El Sobrante Community, including the areas from which the proposed expenditures were collected. Park Account Number Amount 8136 2757 03601 $1.44 8136 2757 03602 $4,586.64 8136 2757 03610 $969.38 8136 2757 03620 $58,916.72 8136 2757 03630 $135,918.38 8136 2757 36011 $2,033.49 8136 PI04 03690 $1,160.30 8136 PI04 36902 $7,514.26 8136 PI57 03630 $109,215.33 8136 PI58 36020 $39,684.06 Total $360,000 Applicable General Plan Goals and Policies The proposed project implements the following General Plan Park and Recreation Facilities Goals: * To develop a sufficient amount of conveniently located, properly designed park and recreational facilities to serve the needs to all residents. (9-36) * To promote active and passive recreational enjoyment of the County's physical amenities for the continued health, safety and welfare of the citizens of the County. (9-38) continued health, safety and welfare of the citizens of the County. (9-38) The proposed project implements the following General Plan Park and Recreation Facilities Policies: * A well-balanced distribution of local parks, based on character and density present and planned residential development and future recreational needs, shall be preserved. (9-41) * Park design shall be appropriate to the recreational needs and access capabilities of all residents in each locality. (9-42) Parks Capital Improvement Plan Consistency The proposed project support the development of the El Sobrante Reading Garden/Park identified in the Capital Improvement Program. California Environmental Quality Act (CEQA) The Board of Supervisor's determined the project is a CEQA, Class 1(d) Categorical Exemption, pursuant to Article 19, Section 15301 of the CEQA Guidelines on December 18, 2018. CONSEQUENCE OF NEGATIVE ACTION: If the funds are not authorized to be used for the proposed project, there will not be sufficient funding to complete the project. ATTACHMENTS APOO 5046 EL SOBRANTE LIBRARY PLANT 1/17/19 1/17/191 RECOMMENDATION(S): APPROVE the Martinez Detention Facility Accessibility and Fire, Life, Safety Upgrades Project (Project), Martinez area. [County Project No. WH121B, 250-1609, DCD-CP#18-43] (District V). DETERMINE the Project is a California Environmental Quality Act (CEQA), Class 1(a) Categorical Exemption, pursuant to Article 19, Section 15301 of the CEQA Guidelines, DIRECT the Director of Department of Conservation and Development to file a Notice of Exemption with the County Clerk, and AUTHORIZE the Public Works Director or designee to arrange for payment of a $25 fee to the Department of Conservation and Development for processing, and a $50 fee to the County Clerk for filing the Notice of Exemption. FISCAL IMPACT: Estimated Project cost: $350,000. 100% Facilities Lifecycle Improvement Plan Funds. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sandeep Singh, 925.313.2022 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 68 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:January 22, 2019 Contra Costa County Subject:APPROVE the Martinez Detention Facility Accessibility and Fire, Life, Safety Upgrades Project and take related actions under CEQA, Martinez area. BACKGROUND: The purpose of this Project is to provide fire, life, safety, and accessibility improvements to public and secure areas of the Martinez Detention Facility. The Project consists of accessibility improvements within public accessed spaces of the lobby, including public toilet room upgrades, transaction window accessibility compliance improvements, and ADA compliant facility signage. Within secure areas of the facility, existing handwash stations and casework within the inmate visit rooms will be replaced with new accessible, detention grade handwash sinks. A seismic gas shutoff will be installed on the existing gas main. All work shall be performed at the existing facility. On November 13, 2018, the Board of Supervisors awarded a job order contract (JOC) for repair, remodeling, and other repetitive work to be performed pursuant to the Construction Task Catalog to each of Mark Scott Construction, Inc., Aztec Consultants, and Staples Construction Company, Inc., each in the amount of $2,500,000. This project is expected to be performed by one of the three JOC contractors. A task order catalogue has been prepared for the JOC contractor to complete this Project. In the event that the Project is not performed by the JOC contractor, the Public Works Department will return to the Board for approval of plans and specifications and authorization to advertise and solicit bids. CONSEQUENCE OF NEGATIVE ACTION: Delay in approving the project may result in a delay of design, construction, and may jeopardize funding. ATTACHMENTS CEQA RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Memorandum of Understanding #74-537-2 with Contra Costa Family Justice Alliance (dba Family Justice Center), a non-financial agreement, to allow the Behavioral Health Services Division (BHSD) to provide older adult senior peer counseling services at the Family Justice Center, for the period from January 1, 2019 through December 31, 2019. FISCAL IMPACT: This is a nonfinancial agreement. BACKGROUND: On January 16, 2018, the Board of Supervisors approved Memorandum of Understanding #74-537-1 for the implementation of the BHSD’s Older Adult Mental Health Program’s Senior Peer Counseling Program which trains and supervises older adult volunteers to work with seniors throughout Contra Costa County, for the period from January 1, 2018 through December 31, 2018. Approval of Memorandum of Understanding #74-537-2 will allow BHSD to continue APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Matthew White M.D., 925-957-5201 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: L Walker, M Wilhelm C. 69 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Memorandum of Understanding #74-537-2 with Contra Costa Family Justice Alliance BACKGROUND: (CONT'D) to provide its peer counseling services through December 31, 2019. This agreement includes mutual indemnification. CONSEQUENCE OF NEGATIVE ACTION: If this agreement is not approved, the seniors will not have access to these services at Family Justice Center sites in Concord and Richmond. RECOMMENDATION(S): APPROVE and AUTHORIZE the Clerk-Recorder or designee to execute a one-day use permit, including modified indemnification, with the National Park Service for the use of the John Muir Home, 4202 Alhambra Avenue, Martinez, on February 14, 2019 to conduct civil wedding ceremonies. FISCAL IMPACT: None. BACKGROUND: The Clerk-Recorder Division will be conducting civil wedding ceremonies at the John Muir Home on February 14, 2019. Use of the facility requires a permit agreement, in which the County agrees to indemnify and hold the grantor harmless for any claims arising out of the County's performance under this agreement. CONSEQUENCE OF NEGATIVE ACTION: The Clerk-Recorder Department will be unable to conduct ceremonies at the John Muir Home. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Joseph Barton, 925-335-7928 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 70 To:Board of Supervisors From:Joseph E. Canciamilla, Clerk-Recorder Date:January 22, 2019 Contra Costa County Subject:Approve Permit for Use of the John Muir Home for Civil Wedding Ceremonies on February 14, 2019 RECOMMENDATION(S): ADOPT Resolution No. 2019/28 authorizing the Department of Conservation and Development Director, or designee, to apply for and accept loan funds from the State of California’s No Place Like Home Program (NPLH)/Competitive Allocation as a joint applicant with a development sponsor for a loan in an amount not to exceed $20 million per project to fund a portion of an affordable permanent supportive housing project for persons with a serious mental illness who are homeless, chronically homeless or at-risk of chronic homelessness, including: 1. Authorizing the Department of Conservation and Development (DCD) Director to apply for and accept NPLH funds with Satellite Affordable Housing Associates (the “Development Sponsor”) for a 30-unit new construction development project located at 901 Los Medanos Street in the City of Pittsburg, and execute documents necessary to accept the funds; 2. Acknowledging that the County and/or the Development Sponsor will be subject to the terms and conditions included in the Standard Agreement to be entered into with the State pursuant to Government Code section 15463, Part 3.9 of Division 5 of the Welfare and Institutions Code, and Welfare and Institutions Code section 5890; and 3. Authorizing a commitment by the Health Services Department (HSD) to make mental health supportive services available to the project’s NPLH tenants for at least twenty years, as evidenced APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Kristen Lackey (925) 674-7793 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: Health Services Director, Behavioral Health Director, MHSA C. 71 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:January 22, 2019 Contra Costa County Subject:AUTHORIZATION TO PARTICIPATE IN THE NO PLACE LIKE HOME PROGRAM/COMPETITIVE RECOMMENDATION(S): (CONT'D) by a Memorandum of Understanding between the County and the Development Sponsor. FISCAL IMPACT: The NPLH Competitive Allocation funds will be loaned directly to the Development Sponsors and secured by a Deed of Trust on the development property. The cost of providing mental health supportive services will be covered by existing Mental Health Services Act funds allocated to the Health Services Department. DCD staff costs will be covered by Special Revenue Funds designated for affordable housing. BACKGROUND: On September 18, 2018, the Board of Supervisors approved an advocacy position for Proposition 2 that authorized the issuance of bonds to fund existing housing programs for individuals with mental illness. The proposition was passed by voters on November 6, 2018. The proceeds of the Proposition 2 bond issuance are designated for the No Place Like Home (NPLH) program to be provided as deferred payment loans for the development of permanent supportive housing for persons with a serious mental illness who are homeless, chronically homeless or at-risk of chronic homelessness. NPLH funds are administered by the California Department of Housing and Community Development (HCD) in two tranches: 1. Noncompetitive Allocation Funds – Funding available on an “over the counter” basis to specific cities and counties throughout the State. Contra Costa’s allocation is $2,231,571. The County is required to submit a Noncompetitive Allocation Acceptance Form with a Board approved resolution to HCD no later than August 15, 2019 in order to apply for funds on behalf of specific development projects. A Board Order for the Noncompetitive Funds will be on the February 12, 2019 agenda. 2. Competitive Allocation Funds - Funding available on a competitive per-project allocation basis. These funds will be available through four Notice of Funding Availability rounds over the next four years. The County may apply independently or with a development sponsor. Applications for the first round are due on January 30, 2019. The funds may be used to acquire, design, construct, rehabilitate, or preserve permanent supportive housing, which may include a capitalized operating subsidy reserve. During the annual Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) Kick-off meeting, staff announced the potential for No Place Like Home funds if the election was successful. The budgets submitted in the CDBG and HOME applications indicated which projects proposed the use of NPLH funds. The Development Sponsor’s application for the new construction of a 30-unit project located in the City of Pittsburg was the only project ready for the first round of NPLH allocation. The Board of Supervisors approved this project for an allocation of $1,195,000 in HOME Investment Partnerships Program funds at its December 11, 2018 meeting. The Development Sponsor will be the borrower of record for the loan, however the County will also be a party to documents associated with the application for and award of NPLH funds for the purpose of providing the supportive services. The maximum loan amount per project is $20,000,000, and the loan will be secured by a Deed of Trust on the project property. DCD and HSD will work jointly with the Development Sponsor to apply to HCD for an allocation of NPLH competitive funds. DCD staff will review the project application for development feasibility, competitiveness and eligibility, then participate on behalf of the County in the financing transaction. The Behavioral Health division of HSD, in cooperation with the Development Sponsor, will write the project specific Supportive Services Plan that is included with the application, and enter into a Memorandum of Understanding for the County’s 20-year commitment of mental health supportive services of the project’s NPLH tenants. HCD will monitor the project for ongoing compliance. The next NPLH NOFA is expected to be in December 2019. CONSEQUENCE OF NEGATIVE ACTION: If not approved, the County’s ability to secure permanent supportive housing for persons with a serious mental illness who are Homeless, Chronically Homeless or At-Risk of Chronic Homelessness will be diminished. CHILDREN'S IMPACT STATEMENT: Permanent supportive housing supports the following children's outcomes: (1) Children Ready for and Succeeding in School; (2) Children and Youth Healthy and Preparing for Productive Adulthood; (3) Families that are Economically Self Sufficient; (4) Families that are Safe, Stable and Nurturing; and (5) Communities that are Safe and Provide a High Quality of Life for Children and Families. AGENDA ATTACHMENTS Resolution 2019/28 MINUTES ATTACHMENTS Signed Resolution No. 2019/28 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 01/22/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/28 IN THE MATTER OF GRANTING AUTHORIZATION TO PARTICIPATE IN THE NO PLACE LIKE HOME PROGRAM WHEREAS, the State of California, Department of Housing and Community Development (“Department”) issued a Notice of Funding Availability, dated October 15, 2018 as amended on October 30, 2018 (“NOFA”), under the No Place Like Home Program (“NPLH” or “Program”) authorized by Government Code section 15463, Part 3.9 of Division 5 (commencing with Section 5849.1) of the Welfare and Institutions Code, and Welfare and Institutions Code section 5890; WHEREAS, the NOFA relates to the availability of approximately $400 million in Competitive Allocation funds under the NPLH Program; and WHEREAS, CONTRA COSTA COUNTY is a County and an Applicant, as those terms are defined in the NPLH Program Guidelines, dated July 17, 2017 (“Guidelines”). NOW, THEREFORE, BE IT RESOLVED, that the Board of Supervisors for County does hereby determine and declare as follows: SECTION 1. That County is hereby authorized and directed to apply for and if awarded, accept the NPLH Program funds, as detailed in the NOFA, up to the amount authorized by the Guidelines and applicable state law. SECTION 2. That John Kopchik, Department of Conservation and Development Director, or his designee, is hereby authorized and directed to act on behalf of County in connection with an award of NPLH Program funds, and to enter into, execute, and deliver any and all documents required or deemed necessary or appropriate to evidence the loan of NPLH Program funds, the County’s obligations related thereto, and the Department’s security therefore. These documents may include, but are not limited to, a State of California Standard Agreement (“Standard Agreement”), a regulatory agreement, a promissory note, a deed of trust and security agreement, and any and all other documents required or deemed necessary or appropriate by the Department as security for, evidence of, or pertaining to the NPLH Program funds, and all amendments thereto (collectively, the “NPLH Program Documents”). SECTION 3. That County shall be subject to the terms and conditions that are specified in the Standard Agreement; that the application in full is incorporated as part of the Standard Agreement; that any and all activities funded, information provided, and timelines represented in the application are enforceable through the Standard Agreement; and that County will use the NPLH Program funds in accordance with the Guidelines, other applicable rules and laws, the NPLH Program Documents, and any and all NPLH Program requirements. SECTION 4. That County will make mental health supportive services available to each project’s NPLH tenants for at least 20 years, and will coordinate the provision of or referral to other services (including, but not limited to, substance use services) in accordance with the County’s relevant supportive services plan, and as specified in Section 202(n)(1) of the Guidelines. Contact: Kristen Lackey (925) 674-7793 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: Health Services Director, Behavioral Health Director, MHSA C.71 RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute a purchase order on behalf of the Sheriff-Coroner with MaxSecure System Inc. in the amount of $301,000 to purchase ligature proof bunk beds for the Martinez Detention Facility (MDF). FISCAL IMPACT: $301,000. 100% Prisoner Welfare Fund (114700); budgeted FY 2018-2019 BACKGROUND: The Office of the Sheriff has a vested interest in preventing suicide amongst those who are incarcerated. It is the duty of the Sheriff's Office to seek out ways to minimize suicide risks and these new bunk beds eliminate a significant area of concern, i.e. the decades old steel bunks. The new bunk beds are manufactured out of an epoxy plastic material that meets industry standards, can withstand the rigors of a detention facility and are constructed in a fashion that does not allow for ligatures to be attached. All other bunk beds can easily have a suicide ligature attached; however, the MaxSecure Systems Inc. beds are made intentionally to prevent that. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Liz Arbuckle 925-335-1529 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: Liz Arbuckle, Heike Anderson, Paul Reyes C. 72 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:January 22, 2019 Contra Costa County Subject:Purchase Order - MaxSecure Systems, Inc. BACKGROUND: (CONT'D) The procurement of the new bunk beds from MaxSecure will be a positive step towards reducing the risk of suicide in the County's main detention facility. CONSEQUENCE OF NEGATIVE ACTION: The Office of the Sheriff will be unable to purchase the bunk beds for the Martinez Detention Facility. RECOMMENDATION(S): APPROVE the list of providers recommended by Contra Costa Health Plan's Peer Review and Credentialing Committee on November 16, 29 and December 20, 2018, and by the Health Services Director, as required by the State Departments of Health Care Services and Managed Health Care, and the Centers for Medicare and Medicaid Services. FISCAL IMPACT: Not applicable. BACKGROUND: The National Committee on Quality Assurance (NCQA) requires that evidence of Board of Supervisors approval must be contained within each CCHP provider’s credentials file. Approval of this list of providers as recommended by the CCHP Peer Review and Credentialing Committee will enable the Contra Costa Health Plan to comply with this requirement. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, Contra Costa Health Plan’s Providers would not be appropriately credentialed and not be in compliance with the NCQA. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6004 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: Marcy Wilhelm, Heather Wong C. 73 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Approve New and Recredentialing Providers Contra Costa Health Plan’s Community Provider Network ATTACHMENTS Attachment Contra Costa Health Plan Provider Approved by Medical Director November 16, 2018 RECREDENTIALING PROVIDER NOVEMBER 2018 Name Specialty Seslar, Jon-Paul, DPM Podiatry Contra Costa Health Plan Providers Approved by Medical Director November 29 , 2018 CREDENTIALING PROVIDER S NOVEMBER 2018 Name Specialty Blustein, Ronald, MD Telemedicine - Mental Health Davis Anna, NP Telemedicine - Mental Health Gould, Jeffrey, MD Telemedicine - Mental Health Mason, Shayne, NP Telemedicine - Mental Health Contra Costa Health Plan Providers Approved by Medical Director December 20 , 2018 CREDENTIALING PROVIDER S DECEMBER 2018 Name Specialty Allen, Kimberly, PsyD Qualified Autism Provider/ Neuro Psych Testing Bonnel, Galadriel, NP Primary Care Family Medicine Bravo, Cynthia, MS, RBT Qualified Autism Provider Briones Valdivia, Alessandro, BA, RBT Qualified Autism Professional Bunting, Michelle, RBT Qualified Autism Paraprofessional Chubb, Jeffrey, NP Primary Care Family Medicine Chundru, Usha, MD Radiology Craig, Lizel, NP Telemedicine - Mental Health Cruz, Edwin, BCBA Qualified Autism Provider Dexter, Danielle, NP Primary Care Family Medicine Didio, Alyssa, MS Qualified Autism Provider Doran, Kaitlin, PsyD Mental Health Services Ganster, Taylour, BCBA Qualified Autism Provider Gersten, Dana, MD Primary Care Family Medicine Contra Costa Health Plan Providers Approved by Medical Director November 16, 29 and December 20, 2018 2 CREDENTIALING PROVIDER S DECEMBER 2018 Name Specialty Ginsburg, Julie, LA c Acupuncture Hall, Nicole, BA Qualified Autism Professional Hightower, Samantha, M.Ed. Qualified A utism Provider Kanj, Iman, LCSW Mental Health Services Lee, Andrew, LA c Acupuncture Lehil, Sandeep, NP Primary Care Family Medicine Leong, Linda, BCBA Qualified Autism Provider Lundeen, Tiffany, CNM Midwife Maoz, Iris, DPT Physical Therapy Marchio, Jaclyn, BA Qualified Autism Professional Martinez, Camilo, MD, PhD Telemedicine - Mental Health Mathew, Samantha, BCBA Qualified Autism Provider Mayen, Vanessa, NP Primary Care Family Medicine Mendes, Jacelyn, BCBA Qualified Autism Provider Montano, Karina, RBT Qualified Autism Paraprofessional Netherland, Lisa, MD Primary Care Family Medicine Ng, Stanley, MD Primary Care Pediatrician Niheu, Kalamaoka'aina, MD Primary Care Family Medicine Nishiike, Yui, NP Primary Care Family Medicine Ojeda, Karen, MS Qualified Autism Provider Orozco, Jonathan, BCBA Qualified Autism Provider Pakter, David, MD Primary Care Family Medicine Quan, Jenny, PA Primary Care Family Medicine Rios, Nayelle, BS, RBT Qualified Autism Professional Rule, Olga, MFT Mental Health Services Scott, Richard, BCBA Qualified Autism Provider Solis, Oliver, MS Qualified Autism Provider Stewart, Kelley, NP Primary Care Family Medicine Terry, Amanda, BCBA Qualified Autism Provider Vera, Lorean, BA, BCaBA Qualified Autism Professional Wassef, Bishoy, MD Primary Care Family Medicine Contra Costa Health Plan Providers Approved by Medical Director November 16, 29 and December 20, 2018 CREDENTIALING PROVIDERS DECEMBER 2018 Name Specialty Watson, Travis, BA Qualified Autism Professional Wineman, Caitlin, M.Ed., RBT Qualified Autism Provider CREDENTIALING ORGANIZATIONAL PROVIDER DECEMBER 2018 Provider Name Provide the Following Services Location Vale Healthcare Center Skilled Nursing Facility San Pablo RECREDENTIALING PROVIDER S DECEMBER 2018 Name Specialty Bergland, Sallye, BCBA Qualified Autism Provider Bh at, Jyoti, MD Endocrinology Boatright, Heidi, MFT Mental Health Services Carolla, Michael, MFT Mental Health Services Chahal, Resham, MD Ophthalmology Chinn, Daniel, MD Radiation Oncology Coniglio, Jonathan, PA Mid -Level - Orthopaedic Surgery Assistan t Cook, Alison, DPM Podiatry Deboisblanc, Michael, MD Surgery – Vascular/Surgery – General Gong, Henry, MD Cardiovascular Disease Hazel-Langeliers, Ashley, PhD, BCBA -D Qualified Autism Provider Hsu, Hsien -Wen, MD Pulmonary Disease Hunt, I. Lenore, MFT Mental Health Services Jeiven, Susan, MD Pediatric Gastroenterology Johnson, Eric, MD Cardiovascular Disease/ Interventional Cardiology Kerenyi, Victor, DC Chiropractic Medicine Lankamp -Kochis, Barbara, MFT Mental Health Services Liao, Richard, LA c Acupuncture Montes, Angela, BCBA Qualified Autism Provider Morales, Katie, NP Primary Care Family Medicine Moy, Jason, MD Surgery – General/Surgery – Bariatric Contra Costa Health Plan Providers Approved by Medical Director November 16, 29 and December 20, 2018 4 RECREDENTIALING PROVIDER S DECEMBER 2018 Name Specialty Nassiri, Massoud, DC Chiropractic Medicine Nirva, Nicole, BCBA Qualified Autism Provider Padilla, Alejandra, BCBA Qualified Autism Provider Pennington -Kent, Phyllis, PhD Mental Health Services Schrager, Ruth, RD Dietitian Senior, Janine, MD OB/GYN Steinberg, Jonathan, DPM Podiatry Stern, Jeffrey, MD Gynecologic Oncology Summer, Jane, NP Mid-Level OB/GYN Sweeting, Ameena, BCBA Qualified Autism Provider Toth, John, DO Undersea & Hyperbaric Medicine Tremayne, Bradley, BCBA Qualified Autism Provider Vemulapalli, Madhavi, MD OB/GYN Xue, Chulong, LA c Acupuncture Bopl-November 16, 29 and December 20, 2018 RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Unpaid Student Training Agreement #26-571-4 with California State University, East Bay, an educational institution, to provide field instruction in the Health Services Department for Contractor’s nursing students, for the period from January 1, 2019 through December 31, 2024. FISCAL IMPACT: This is a Non-Financial Agreement. BACKGROUND: The purpose of this agreement is to provide Contractor’s students with the opportunity to integrate academic knowledge with applied skills at progressively higher levels of performance and responsibility. Supervised fieldwork experience for students is considered to be an integral part of both educational and professional preparation. The Health Services Department can provide the requisite field education, while at the same time, benefitting from the students’ services to patients. On January 22, 2013, the Board of Supervisors approved Contract #26-571-2 with California State University, APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jaspreet Benepal, 925-370-5101 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: E Suisala , M Wilhelm C. 74 To:Board of Supervisors From:Anna Roth, Health Services Director Date:January 22, 2019 Contra Costa County Subject:Unpaid Student Training Agreement #26-571-4 with California State University, East Bay BACKGROUND: (CONT'D) East Bay, for the period from January 1, 2013 through December 31, 2018 to provide supervised fieldwork instruction experience with Health Services. Approval of Unpaid Student Training Agreement #26-571-4 will allow continuous supervised fieldwork instruction experience for Contractor’s students, at Contra Costa Regional Medical Center and Contra Costa Health Centers, through December 31, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the students will not receive supervised fieldwork instruction experience at Contra Costa Regional Medical Center and Contra Costa Health Centers. RECOMMENDATION(S): ADOPT Resolution No. 2019/27, approving a side letter between Contra Costa County and the Deputy Sheriffs Association (DSA), Rank and File Unit, to provide for and establish FLSA work periods for the classifications of Supervising Sheriff Dispatcher (64HD), Sheriff Dispatcher II (64WM), and Sheriff Dispatcher I (64WK). FISCAL IMPACT: Administrative change to schedules. There is no cost associated with the change. BACKGROUND: In August, 2018, the Deputy Sheriffs Association (DSA) filed a petition with the National Labor Relations Board (NLRB). The petition had the limited purpose of having the DSA certified by the NLRB as a collective bargaining representative for purposes of negotiating certain schedule changes pursuant to the FLSA. The FLSA permits alternative schedules to be negotiated that permit workweeks in excess of 40 hours without incurring overtime, but only if the agreement is negotiated with a representative that is certified as a bona fide representative by the National Labor Relations Board. The petition was successful. Thereafter, the DSA requested that the County bargain over mutually beneficial changes to dispatch schedules. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 01/22/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Lisa Driscoll, County Finance Director (925) 335-1023 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: Mike Casten, Undersheriff, Dianne Dinsmore, Human Resources Director, Robert Campbell, Auditor-Controller C. 75 To:Board of Supervisors From:David Twa, County Administrator Date:January 22, 2019 Contra Costa County Subject:Resolution No. 2019/27 - DSA Side Letter - Sheriff Dispatch Non-Sworn FLSA Work Periods BACKGROUND: (CONT'D) > The 12/80 work schedule is available to employees in the following classifications: Supervising Sheriff Dispatcher (64HD), Sheriff Dispatcher I (64WK), and Sheriff Dispatcher II (64WM). A 12/80 work schedule is where an employee works a recurring schedule of thirty-six (36) hours in one calendar week and forty-four (44) hours in the next calendar week. In the thirty-six (36) hour calendar week, the employee works three (3) twelve (12) hour days and has the same day of the week off that is worked for eight (8) hours in the forty-four (44) hour calendar week. In the forty-four (44) hour calendar week, the employee works three (3) twelve (12) hour days and one (1) eight (8) hour day. For FLSA overtime hours, the FLSA work period is 1,040 hours in the designated re-occurring 26-week period per Section 7(b)(1) of the FLSA. FLSA overtime for non-sworn employees working a 12/80 schedule shall be for hours actually worked in excess of 1,040 in the applicable 26-week FLSA work period, twelve (12) in a day, or fifty-six (56) in a workweek. The recurring 26-week work period for all employees on a 12/80 schedule will begin effective January 28, 2019. The work period for all 12/80 schedules shall begin on a Monday. The DSA and County agreed to modify the MOU to allow specified classifications on 12/80 schedules to participate in FLSA work periods (Side Letter dated 1/15/19 attached). CONSEQUENCE OF NEGATIVE ACTION: If the side letter is not approved, the department will be unable to take advantage of FLSA work periods for these classifications, making scheduling difficult and inefficient, especially during tri-annual shift changes. AGENDA ATTACHMENTS Resolution 2019/27 DSA Side Letter dated 1-15-19 MINUTES ATTACHMENTS Signed Resolution No. 2019/27 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 01/22/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/27 In The Matter Of: Approving the Side Letter between Contra Costa County and the Deputy Sheriff's Association (DSA), Management Unit, to incorporate provisions for the classification of Sheriff's Communication Center Director (64NC) into the DSA, Management Unit Memorandum of Understanding. The Contra Costa County Board of Supervisors acting in its capacity as Governing Board of the County of Contra Costa and all districts of which it is the ex-officio governing Board RESOLVES THAT: Effective August 1, 2018, the attached Side Letter of Agreement dated July 11, 2018, between Contra Costa County and the Deputy Sheriff's Association, Management Unit, be ADOPTED. Contact: Lisa Driscoll, County Finance Director (925) 335-1023 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: January 22, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: Mike Casten, Undersheriff, Dianne Dinsmore, Human Resources Director, Robert Campbell, Auditor-Controller C.75 SIDE LETTER BETWEEN CONTRA COSTA COUNTY AND DEPUTY SHERIFFS ASSOCIATION RANK & FILE UNIT This Side Letter amends the Memorandum of Understanding between the Deputy Sheriffs Association, Rank and File Unit (“Association” or “DSA”) and the County of Contra Costa (“County”), (July 1, 2016 – June 30, 2019) to modify Sections 6.1.F and 20.2.a.ii as follows: SECTION 6 - DAYS AND HOURS OF WORK 6.1 Definitions F. 12/80 Work Schedule (Non-Sworn): A 12/80 work schedule is ONLY available to employees in the following classifications: Supervising Sheriff Dispatcher (64HD), Sheriff Dispatcher I (64WK), and Sheriff Dispatcher II (64WM). A 12/80 work schedule is where an employee works a recurring schedule of thirty-six (36) hours in one calendar week and forty-four (44) hours in the next calendar week but only forty (40) hours in the designated workweek. In the thirty-six (36) hour calendar week, the employee works three (3) twelve (12) hour days and has the same day of the week off that is worked for eight (8) hours in the forty-four (44) hour calendar week. That day is designated as Wednesday. In the forty-four (44) hour calendar week, the employee works three (3) twelve (12) hour days and one (1) eight (8) hour day on Wednesday. Section 7.1 of the MOU governs which hours qualify as MOU overtime hours. For FLSA overtime hours, the FLSA work period is 1,040 hours in the designated re-occurring 26-week period per Section 7(b)(1) of the FLSA. FLSA overtime for non-sworn employees working a 12/80 schedule shall be for hours actually worked in excess of 1,040 in the applicable 26-week FLSA work period, twelve (12) in a day, or fifty-six (56) in a workweek. The recurring 26- week work period for all employees on a 12/80 schedule will begin effective January 28, 2019. The work period for all 12/80 schedules shall begin on a Monday. SECTION 20 – WORK SCHEDULING 20.2 Patrol, Detention, Technical Services, and Court Security Division Scheduling. The policy and procedures for establishing a work schedule for Deputies and Sergeants assigned to the Detention Division and Patrol Division (including Contract Cities), and Dispatchers and Supervising Dispatchers assigned to the Technical Services Division, and Sheriff’s Aides assigned to the Detention Division, will be as follows: a. Length of Shifts. i. The bidding of shifts for Deputies, Sergeants, and Sheriff’s Aides shall take place on a bi-annual basis. The shift periods will be: January – June, July – December